自1992年以来,我公司认真组织各分厂贯彻中国设协及市经委“关于开展向设备管理要质量要效益活动”,采纳职工提出的合理化建议80条,取得经济效益200万元以上。其中获益最大的是设备改造。比如,变速箱分厂原有一台报废的专机设备,长期未能处理掉。1993年随着工程机械产品市场形势的好转,企业领导果断决定将产量由每月200台增至350台以上。因此,出现了立车加工能力不足的问题,大家研究论证,决定改造这台报废专机。经一个月的努力,一台加工箱体平面的专用机床终于完成投用,投资不足3000元,节约设备投资费用10万元以上,缓解了生产需求压力,收效相当明显。 再如,公司有80年代初自制的8吨铲车12台,由于使用年限太长已相当残破了,且无配件更换,使用部门多次申请要求报废。1993年由于生产需要,运输卸料任务相当繁忙,于是经设备处工程技术人员与工人 Since 1992, our company has seriously organized each branch to carry out the “Design and Implementation of Quality Management Activities for Equipment Management” of the China Design Association and the Municipal Economic Commission. It has adopted 80 rationalization proposals from employees and has obtained economic benefits of more than RMB 2 million. The biggest benefit is the transformation of the equipment. For example, the transmission plant’s existing scrap plane equipment was not processed for a long time. In 1993, with the improvement of market conditions for construction machinery products, business leaders decided decisively to increase production from 200 units per month to over 350 units. Therefore, there was a problem of insufficient vertical lathe processing capacity. Everyone studied and demonstrated and decided to renovate this scrap plane. After one month of hard work, a dedicated machine tool for machining the cabinet plane was finally put into use, the investment was less than 3,000 yuan, and the investment in equipment investment was saved by more than 100,000 yuan, which eased the pressure on production demand and yielded significant results. For another example, the company had 12 sets of 8 tons of forklifts made in the early 1980s. Due to its long service life, it was rather broken and there were no replacement parts. The use department repeatedly applied for scrap. In 1993, due to production needs, the task of transportation and unloading was quite busy. Therefore, engineering and technical personnel and workers passed through the equipment department.