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设计公司今年二月份计划仅完成79.4％。而我公司设计任务繁重,交图日期紧迫,因此,公司根据这一情况,于三月到六月间,在当的领导工会主持青年团配合下,发动全体人员开展了生产竞赛。在竞赛中,各科组都订立了集体公约,各科组之间展开了挑战应战,建立了一些必要的工作制度。通过这次竞赛,得到了如下的收获: 首先,生产任务完成指标逐月上升,保证了上半年生产任务的完成。上半年完成生产计划为102.4％,竞赛期间(即三、四、五、六月)完成计划为110.5％。同时,加强了计划管理,初步克服了工作混乱现象和停工、待料现象。如电气科同志说:‘我们科自从有了指示图表,工作就做好了。每月知道自己要做那些工作,能看出每天的进度,他能看出每人的成绩;有了它就能给完成计划创造有利条件’。
Design firm in February this year plans to complete only 79.4%. However, due to heavy design tasks and tight deadlines, the company, based on this situation, mobilized all staff to launch a production contest between March and June when the leading trade union presided over the Youth League. In the competition, all the sections set a collective convention, each section of the group launched a challenge and set up some necessary working systems. Through this competition, the following gains have been made: First, the index of completion of production tasks has risen month by month, ensuring the completion of production tasks in the first half of the year. The production plan for the first half of the year was completed at 102.4%. During the competition period (ie March, April, May and June), the completion plan was 110.5%. At the same time, the plan management has been strengthened and the job chaos and the suspension of work and waiting for supplies have been basically overcome. As comrades in the Electric Division said: “Our department has done a good job since we had the chart. Every month I know what I need to do, I can see the progress of each day, and I can see the performance of each person. With it, I can create favorable conditions for the completion of the plan. ”