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按照国家电网公司“三集五大”构架要求,地市级检修分公司取消了原变电修试工区这一中间管理层。我们经过实践探索,实行变电班组长“主任”制,将变电专业各班组长纳入变电检修室管理,班组长参加生产月度、周、日例会讨论,综合安排多专业生产工作,组织、协调各专业间人员、材料、车辆等。让班组长成为计划的参与者,生产的组织者,过程的管控者,充分发挥专业班组长作用,带动全员参与,齐抓共管,做到生产无缝衔接,确保安全生产的顺利进行。
In accordance with the State Grid Corporation “three sets of five ” framework requirements, the city-level maintenance branch canceled the original repair work area of the middle management. We practice to explore, the implementation of substation leader “director ” system, the substation team leader into the transformer substation management, team leader to participate in the production of monthly, weekly and daily meetings to discuss, comprehensive arrangements for more professional production, Organize and coordinate all professional staff, materials, vehicles and so on. Let team leaders become plan participants, production organizers and process controllers, give full play to the roles of team leaders, drive full participation and make concerted efforts to achieve seamless convergence of production so as to ensure smooth production safety.