我厂有81年历史,是一个从事内燃机车、货车修造以及生产机车车辆配件的大型企业。全厂职工11000多人,拥有机械动力设备3600多台。设备构成繁杂,有800多种机型,役龄长,部分设备陈旧落后,给管理与维修带来种种困难。 我厂五十年代起引用苏联《计划预修制度》,这种以修为主,忽视追求经济效益和技术进步的制度,已不适应生产发展的需要。 我们扭转了只管维修的传统设备管理观念,树立了对设备一生进行综合管理的新观念,并且有计划有步骤地把全部管理工作纳入综合管理的轨道,使企业设备管理维修工作和设备的素质都有一定的提高。 一、整顿完善基础工作、实现“十有” 设备基础工作是实现设备综合管理的重要条件。几年来通过整顿和完善,逐步实现了基 Our factory has a history of 81 years and is a large enterprise engaged in the construction of diesel locomotives and trucks as well as the production of locomotive and vehicle accessories. There are more than 11,000 employees in the factory and more than 3,600 sets of mechanical power equipment. The equipment is complex, with more than 800 models, long service age, and some equipment is obsolete, bringing difficulties to management and maintenance. Since the 1950s, our factory cited the Soviet Union’s “planned pre-repair system.” This kind of repair-based reform, ignoring the pursuit of economic and technological progress, has failed to meet the needs of production development. We reversed the traditional equipment management concept of maintenance, established a new concept of integrated management of equipment life, and systematically integrated all management work into the overall management track, so that the enterprise equipment management and maintenance work and equipment quality are There is a certain improvement. First, rectifying and improving the basic work and realizing the basic work of the “almost ten” equipment are important conditions for realizing integrated management of equipment. Over the past few years, it has gradually achieved its foundation through reorganization and improvement.