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今年一季度,我参加了中国设备管理协会组织的赴瑞典流程工业设备管理与维修学习考察团,到20个工厂企业考察维修管理。作为学习考察团成员,对瑞典流程工业的维修管理有了一定的了解。现将个人的一些体会,简要介绍如下: 1.设置与生产部门相平行的设备维修部门 瑞典流程工业的维修组织和机械制造工业不同。机械制造工业的设备维修工作,一般都由生产经理领导,维修人员也比较少。而流程工业部设有维修经理(厂长)和专门的维修机构,与生产经理和生产部门处于平行地位。维修机构有集中的和集中与分散相结合的两种组
In the first quarter of this year, I participated in a delegation to the Swedish process industry equipment management and maintenance study organized by the China Equipment Management Association, and visited 20 factory companies to inspect maintenance management. As a member of the study delegation, he has a certain understanding of the maintenance management of the Swedish process industry. Here are some personal experiences, briefly introduced as follows: 1. Set up the equipment maintenance department parallel to the production department The maintenance organization of the Swedish process industry is different from the machinery manufacturing industry. Equipment maintenance work in the machinery manufacturing industry is generally led by production managers, and maintenance personnel are also relatively few. The process industry department has a maintenance manager (factory director) and a special maintenance organization, which is in parallel with the production manager and the production department. Maintenance organizations have two groups that are centralized and centralized and dispersed.