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目前,企业前期设备管理或与企业设备部门截然分开,而由物资部门管;或部分归设备部门,部分归物资部门。所有这些形式都不利于企业设备综合管理。笔者认为,企业设备前期管理应由设备部门负责,其好处是:1.可避免前、后期设备管理脱节;2.可避免分散管理造成的重复订货,减少经济损失;3.有利于设备选型与统型和利库、挖潜;4.有利于实行经济承包。具体做法是:将前期管理的各个环节(计划、选型、购置、验收、保管以及统计、考评)、各类设备 (统配产品、各部管理产品、电子产品、二类及三类机电产品、非标准设备、自制设备、工矿及汽车配件及进口仪器设备)由设备科统管起来,所有涉及到前期管理的人员、物资、仓库及资金指标等也均由设备
At present, the pre-equipment management of enterprises is either completely separated from the enterprise equipment department and managed by the material department; or partly by the equipment department or partly by the materials department. All these forms are not conducive to the comprehensive management of enterprise equipment. The author believes that the pre-management of corporate equipment should be the responsibility of the equipment department, and its advantages are: 1. It can avoid the disconnection of the former and later period of equipment management; 2. It can avoid repetitive orders caused by decentralized management and reduce economic losses; 3. It is conducive to equipment selection With the system and the Liku, tap potential; 4. Facilitate the implementation of economic contracting. The specific approach is: the various aspects of the pre-management (planning, selection, purchase, acceptance, custody and statistics, evaluation), various types of equipment (combined products, various management products, electronic products, two types and three types of mechanical and electrical products, Non-standard equipment, home-made equipment, mining equipment, auto parts, and imported equipment and equipment are jointly controlled by the equipment department. All personnel, materials, warehouses, and capital indicators related to previous management are also controlled by the equipment.