我厂是生产清花、梳棉、浆纱、印染等纺织设备的大型国有企业.为了适应市场形势,建立了“一业为主,多种经营,分权管理,分灶吃饭,划小核算单位,自负盈亏”的经营体制.这样的体制使每个分厂成为一个单独核算的经济实体.原本以总厂为龙头的设备管理体系,现在要面对许多独立的经济实体,出现了有关设备管理的方针、政策如何贯彻,设备管理业务如何开展,各级奖惩办法如何兑现等一系列问题.因此,必须建立一种崭新的与企业改革相适应的设备管理体系.同时,随着技术进步和自动化程度的提高,加工中心、柔性系统等先进设备在生产设备中的比例越来越大,设备对产品产量和质量所起的作用上升到主导地位.设备和企业生产经营方针目标的关系更加密切,也使建立适应改革形势要求的设备管理体系变得更加必要. Our factory is a large-scale state-owned enterprise that produces textile equipment such as clearing, carding, sizing, printing and dyeing. In order to adapt to the market situation, we have established a “one-industry-based, diversified operation, decentralized management, split cooking, and small accounting. Units, self-financing business systems. Such a system makes each branch a separate accounting economic entity. The original equipment management system, led by the plant, is now facing many independent economic entities and related equipment has emerged. How to implement management policies and policies, how to carry out equipment management business, and how to honour all levels of rewards and penalties, etc. Therefore, it is necessary to establish a brand-new equipment management system that is compatible with enterprise reform. At the same time, with technological progress and With the increase of automation, the proportion of advanced equipment such as machining centers and flexible systems in production equipment is increasing, and the role of equipment in product output and quality has risen to a dominant position. The relationship between equipment and corporate production and business policy objectives has become closer. It also makes it more necessary to establish an equipment management system that meets the requirements of the reform situation.