论文部分内容阅读
近年来,我厂按照“油公司”管理模式,以建立现代企业制度为根本立足点、出发点,相继推出了低产低效井改革、井下作业专业化管理、器材物资直达供料等多项措施,特别是1998年将井下作业队伍与采油作业区彻底分离、成立专业修井公司后,建立厂内井下作业市场,引入公平竞争机制,对作业队伍开展资质认证(评估),划分等级、按级取费、优质优价,在专业化管理、建立“油公司”的道路上迈出
In recent years, according to the management model of “Oil Company” and taking the establishment of modern enterprise system as the basic foothold and starting point, our factory have successively launched many measures such as reform of low-yield and low-efficiency wells, specialized management of downhole operations and direct supply of equipment and materials. Especially in 1998, the underground operation team and the oil production operation zone were completely separated. After the establishment of a professional workover company, the establishment of a factory underground operation market, the introduction of a fair competition mechanism, to carry out qualification certification (assessment) of work teams, Fees, high quality and good price, in the professional management, the establishment of “oil company” on the road