天津复印纸厂是个有职工一千多人,生产钟、手表元件和文教用品的中型企业。一九八九年晋升国家二级企业后,将成绩看成再奋进的起跑线,紧紧抓住现场管理,从夯实基础过渡到系统优化,促进了企业素质的提高,使管理水平再上新台阶,一九九○年被列为“一轻系统现场管理先进单位”。该厂现场管理的主要做法是: 一抓观念转变:统一思想,提高认识观念的转变是一切工作的“总开关”。统一思想、提高认识,是搞好现场管理的思想保证。起初,一些职工、干部对现场管理认识不足,存在一些不同认识,一是认为本厂是二级企业,管理抓得差不多了,再大张旗鼓地抓没有必要;二是说,什么现场管理,换换名词而已,其实就是做做卫生,规置规置东西;三是说现场管理是“软”指标,可抓可不抓,生产是“硬”指标完不成不行,特别是车间干部怕搞这些占时间,耗精力,影响生产。针对这些想法,该厂首先在中层干部中开展“学、议、查” Tianjin Copy Paper Factory is a medium-sized enterprise that has more than 1,000 employees and produces clocks, watches, and cultural and educational supplies. After promotion to a national secondary company in 1989, the performance was regarded as the starting line for further advancement. The site management was firmly grasped, and the transition from a solid foundation to a system optimization was promoted, which promoted the improvement of the quality of the company and brought the management level to a new level. In 1990, it was listed as “an advanced unit in field management of light systems.” The main practices of the plant’s on-site management are: To grasp the concept of change: to unify ideas and improve the concept of change is the “master switch” of all work. Unifying thinking and raising awareness are the ideological guarantees for doing a good job of on-site management. At first, some workers and cadres had insufficient understanding of the site management and there were some different understandings. First, they thought that the factory was a second-tier enterprise, management was almost done, and it was not necessary to do a big job; the second was to say, what on-site management was changed The term, in fact, is to do sanitation, regulate things; third is to say that on-site management is a “soft” indicator, can be grasped or not grasped, production is a “hard” indicator can not be accomplished, especially the workshop cadres afraid to engage in these time Consume energy and affect production. In response to these ideas, the factory first conducted “learning, discussion, and investigation” among middle-level cadres.