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中国石化兰化化建公司安装处第四工程队今年承担了新疆乌石化总厂常减压装置的安装主攻任务和玉门炼油厂催裂化装置的主要施工任务,全队几乎所有的骨干力量和各工种的主力都开赴外地施工。在兰州只剩下80余名职工,他们当中除部分管理人员和后勤服务人员外,其余各工种很不配套。但是,他们却在兰化公司催裂化和乙烯改造工程地下管的施工中,实实在在地干出了样子。30余名职工在3个月里完成了地下管线近4000米,产值达120万,而且在安全、质量、工期等方面也受到了好评。为外出施工剩余人员的管理和组织施工做了十分有益的探索。 一、理顺思路 首先是他们对组织剩余人员的施工有一个比较明确的认识。是坐着拿工资还是干活挣工资,这是他们解决的第一个问题。用经济的观
The fourth engineering team of the installation department of Sinopec’s Lanhua Chemical Construction Company undertook the main task of installation of the atmospheric and vacuum installations of the Xinjiang Ukrainian Petrochemical Plant and the main construction tasks of the Yumen refinery’s catalytic cracking plant. Almost all the backbone strength of the The main force of all types of work went to construction in the field. In Lanzhou, there are only more than 80 employees. Apart from some managers and logistics service personnel, the rest of the work types are not supported. However, they actually did what they did in the construction of underground pipelines for the Lanhua Chemical’s catalytic cracking and ethylene renovation projects. More than 30 employees completed nearly 4,000 meters of underground pipelines in the three months, with an output value of 1.2 million. They also received high praise in terms of safety, quality, and duration. It has made a very useful exploration for the management of the remaining construction personnel and organization of construction. First, straighten out the train of thought The first is that they have a clearer understanding of the construction of the remaining personnel. It is the first question they solve that is to take wages or work to earn wages. Using the economic concept