传统的电力基建管理体制存在基建、生产隶属于两个行政主体的管理弱点,基建管理人员以电厂建成交付为责任终点,对电厂长周期安全稳定运行和盈利能力关注较少。生产人员从机组移交才正式介入对设备的管理,错过了基建阶段对电厂基础配置与安装情况的详细掌握与管控的最佳时机。 The traditional power infrastructure management system exists in infrastructure and produces management weaknesses under the two administrative bodies. Infrastructure managers take the completion and delivery of power plants as the responsibility end point and pay little attention to the long-term safety, stable operation and profitability of power plants. Production personnel formally intervened in the management of the equipment when they were handed over from the crew and missed the best time to master and control the basic configuration and installation of the power plant in the infrastructure stage.