论文部分内容阅读
国网某供电公司状态评价班是2014年新成立的生产管理类班组,负责输变配设备状态信息的收集和集中管理、设备故障诊断、风险评估、辅助决策等工作,业务涉及输电、变电、配电三个专业。由于班组成立时间短、岗位职责流程不完善,班组成员对岗位职责不清楚、业务流程不熟悉,班组建设专业化管理亟需加强。公司状态评价班坚持班组建设减负与专业管理减负并重,找准切入点与结合点,实施找准点、拉好线、织好网的点线网模式推进班组基础管理与专业管理融合,带动了班组创新工作开展,激发了班组奋力争先的活力,着力解决了与专业管理发展不相适应的问题。
A state-owned power supply company status evaluation class is a newly established production management team in 2014. It is responsible for the collection and centralized management of transmission and distribution equipment status information, equipment fault diagnosis, risk assessment, and auxiliary decision-making. The business involves transmission and transformation. , distribution of three professional. Due to the short establishment of the team and the imperfect process of job responsibilities, the members of the team are not clear about job responsibilities and are not familiar with the business process, and the professional management of team building needs to be strengthened. The company’s status assessment class insisted on reducing the burden of team building and the weighting of professional management. It identified the entry points and integration points, implemented point-and-shoot, pull-up, and weaving network to promote the integration of basic management and professional management of the team. The development of the team’s innovative work has stimulated the dynamism of the team and strived to solve problems that are incompatible with the development of professional management.