由于我厂生产铁路车辆起步较晚,职工对铁路车辆生产仍处于一个学习、熟悉的过程中。再加上管理和职工素质不适应等综合因素,导致生产中出现大量返工返修现象,一次交检合格率最低的月份C62A敞车只有29%,罐车25%。1989年初,工厂接受铁路车辆订货高达2040台,比1988年产量增加48%,要完成任务只能向管理要产量,向管理要质量,向管理要效益。基于这样的认识,工厂质量保证部提出了“三检效益奖励制”的实施方案。一、“三检效益奖励制”的基本内容“三检效益奖励制”是指以考核产品的一次交检合格率和向驻厂用户代表呈交的一次交验合格率为手段,激励工人增强自我控制能力,推动工序质量控制,促进生产现场的基础管理,降低不良品损失和提高经济效益的一种现场管理活动,是融合质量把关、质量改进与经济效益于一体的管理制度。其实质,鲜明地反映在总厂对生产单位的考核 Due to the late start of production of railway vehicles at our factory, employees are still in a process of learning and familiarizing with the production of railway vehicles. Coupled with the combination of factors such as management and unsatisfactory quality of employees, a large number of rework and repairs occurred in production. The lowest percentage of qualified passers in the month was only 29% for the C62A gondola and 25% for the tanker. At the beginning of 1989, the factory received orders for up to 2040 railway vehicles, an increase of 48% over 1988 production. To complete the task, it was only necessary to manage production, manage quality, and manage profits. Based on this understanding, the Factory Quality Assurance Department put forward the implementation plan of “three-return efficiency reward system”. 1. The basic content of the “three-checks benefit reward system” refers to the “triple-sense benefit reward system”, which refers to the method of assessing the product’s passing rate of one inspection and the passing rate of one inspection submitted to the user’s representative in the factory to motivate the workers to enhance. The self-control ability, the promotion of process quality control, the promotion of basic management at the production site, the reduction of defective product losses and the improvement of economic benefits are an on-site management activity that integrates quality control, quality improvement and economic efficiency. Its essence is clearly reflected in the assessment of the production unit of the plant.