上海炼油厂是以生产燃料油、润滑油为主的全国特大型石油加工骨干企业之一.全厂拥有固定资产11亿多,能生产120多种石油产品,其中有4种产品获国家金质奖,6种产品获国家银质奖,年创汇近亿美元,1995年8月通过ISO9002认证.随着改革开放与经营机制转换的步步深入,厂领导把握有利时机,充分发动群众,调动一切积极因素,努力探索设备管理的新运行机制.一、适应机制转换,建立自我约束机制和激励机制在机制转换过程中,企业厂长十分重视设备管理在整个生产过程中的重要作用,作出许多重大举措.首先加强组织机构与人员配置,建立设备处,健全了设备处下属的五科一所(设备科、机动科、计量科、工程质监科、工程管理科和设备研究所),并加强了设备技术队伍的建设,在职称评定上破格内聘两名设备系统中具有真才实学的高级工程师(全厂内聘高工仅五名),提高了设备部门的地位和作用,激发了设备管理人员的主观能动性.其次,实行奖励倾斜制度,每次检修均设立专项奖,专门奖励在设备管理与检修中有突出成绩和贡献的人员,改变过去检修人员奖金低于生产工人的习惯做法,不但激励了检修工人的劳动热情,引发了相互竞争、努力向上的工作积极性,也推动了全员劳动合同制的有效实施,使检修工人,特别是有一技之长者能坚守岗位,不愿离开炼油? The Shanghai Refinery is one of the nation’s largest petroleum processing backbone enterprises that produce fuel oil and lubricating oil. The whole plant has more than 1.1 billion fixed assets and can produce more than 120 kinds of petroleum products, among which 4 products have won the national gold quality. Awards, 6 kinds of products won the National Silver Award, annual foreign exchange earning nearly 100 million US dollars, in August 1995 through the ISO9002 certification. With the gradual progress of reform and opening up and operating mechanism conversion, factory leaders to take advantage of the opportunity to fully mobilize the masses and mobilize everything Active factors, and efforts to explore new operational mechanisms for equipment management. First, the adaptation mechanism transformation, the establishment of self-restraint mechanisms and incentive mechanisms In the process of mechanism conversion, the company’s factory director attaches great importance to the important role of equipment management in the entire production process, making many major Initiatives: First, strengthen the organizational structure and staffing, establish the equipment department, and improve the five branches and one subordinate department (equipment division, mobile division, metrology section, engineering quality supervision section, project management section, and equipment research institute) of the equipment department, and strengthen The construction of a technical team of equipment was highly qualified in the evaluation of professional titles in the two equipment systems with senior engineers (only five were employed in the entire plant), improving The status and role of the standby department has stimulated the subjective initiative of equipment managers. Second, the incentive tilt system has been implemented. Special awards have been set up for each inspection, and personnel who have outstanding achievements and contributions in equipment management and overhaul have been specially rewarded, and past maintenance has been changed. The fact that the personnel bonus is lower than the customary practice of the production workers not only motivates the labor enthusiasm of the overhaul workers, but also triggers the enthusiasm of mutual competition and upward efforts, and also promotes the effective implementation of the full-time labor contract system, so that the maintenance workers are particularly skilled Can people stick to their jobs and refuse to leave oil refining?