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华东钢铁公司在完成一九五四年技术组织措施上取得一定成绩,并且已订立了技术组织措施管理制度,公司对所属各厂起了督促、领导与组织作用,各厂在执行计划上也比较积极。本文以自我批评的态度认真检查与揭发了华东钢铁公司在一九五四年内两个典型工程事故的教训,这种精神是值得欢迎的。这类事例并不只是在华东发生,其他厂矿发生同样情况的程度有的还比本文中所述更为严重。本文提出了在技术组织措施工作中共同性的问题是技术组织措施计划没有密切地与生产计划结合,技术组织措施工程完成后,对于生产作用不大,以致停工闲置,或者做出了也没有用处;其次,在技术组织措施计划的执行中存在着轻率从事,没有严格的调查研究、先提出方案及设计预算的制度,即冒然着手施工,以致在执行中发生问题,形成返工浪费的现象。这两点值得所有厂矿在一九五五年内注意避免与大力改进的。
Huadong Iron and Steel Company achieved certain achievements in completing the technical organization measures in 1954 and has formulated the management system of technical organization measures. The Company has supervised, led and organized the factories to which it belongs and each plant also compared its implementation plans positive. This spirit of self-criticism carefully examines and uncovers the lessons learned from two typical engineering accidents by East China Steel Corporation in 1954. This spirit is welcome. Such cases do not just happen in East China. The extent of the same situation in other factories and mines is still more serious than that described in this article. This paper put forward the common problem in the work of technical organization measures is that the technical organization measures plan is not closely combined with the production plan. After the technical organization measures project is finished, the effect on production is not so great that the work suspension is idle or made no use Secondly, in the implementation of the technical organization and measures plan, there is a pattern of recklessness and lack of strict investigation and study. The scheme and the design budget are put forward at first. That is to say, construction is carried out in a desperate manner, causing problems in the implementation and causing a waste of rework. These two points deserve attention from all factories and mines in 1955 for avoiding and drastic improvements.