宝剑锋自磨砺出,铁军源自战斗生。天津石化经过三大战役——化工厂扭亏战、炼油厂复产战、新装置投产战——的洗礼,懂经营、善管理的人才脱颖而出,机构不适应、班组建设不过硬等问题也凸显无遗。机构重叠,人浮于事,能者不能上,庸者不能下的痼疾制约了企业的继续发展。针对这种状态,公司在积累了一定的人脉基础后,依据减少环节,方便管理,专业归口,精干高效的原则调整 Bao Jianfeng self-sharpened, the Iron Army from fighting students. After three battles in the three major battles - chemical plant turnaround, refinery complex production war, new plant production battle - the baptism of talent, business management, good management talent stand out, the organization does not meet, the squad and other issues too hard to build even more conspicuous . Institutions overlap, people floating in the things, can not be on, the unscrupulous people can not hinder the continued development of enterprises. In response to this state, the company accumulated a certain network based on the principle of reducing links, facilitate management, professional, efficient and efficient adjustment