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我们马鞍山市建筑施工企业推行北京市第六建筑公司“全优工号”奖以来,生产和管理都有了一些起色。过去需要三个月完成的工作量,现在二十几天就完成了,过去班组接受任务讨价还价,现在主动要任务,工人们加班加点,动脑筋、想办法、搞革新的多了起来。但在推行这一办法中也存在一些问题,应当研究改进。一、计划不落实,任务排不满,不能充分体现“全优工号”奖的优越性。建筑安装企业有它的特殊性,不能象工业企业那样
Our Ma’anshan construction company has promoted the production and management of the Sixth Construction Company in Beijing and has won a number of awards. The amount of work that was required to be completed in the past three months has now been completed in 20 days. In the past, the team accepted the task of bargaining, and now it has taken the initiative to work. The workers have worked overtime, using their brains, trying their best, and innovating more. However, there are also some problems in the implementation of this approach, and research and improvement should be studied. First, the plan is not implemented, and the task is not satisfied. The superiority of the “All Excellent Job” award cannot be fully reflected. The construction and installation enterprise has its particularity and cannot be like an industrial enterprise.