市場化(hua)、精益(yi)化(hua)“兩化(hua)融合(he)”實(shi)施(shi)以來，盟魯公司聚焦市場運營、精益(yi)生產，推行(xing)定(ding)(ding)編、定(ding)(ding)員、定(ding)(ding)額、定(ding)(ding)標、定(ding)(ding)崗、定(ding)(ding)責“六定(ding)(ding)”管理(li)，激活(huo)崗位創效能力，實(shi)現由發工資向掙工資轉(zhuan)變，人均生產效率(lv)環(huan)比提(ti)升9%，收入環(huan)比增(zeng)加6%。
定編+定員，實施無職級管理
結(jie)合(he)物管(guan)(guan)科(ke)無職級化管(guan)(guan)理(li)(li)要(yao)求，對(dui)科(ke)室進行(xing)定編定員，實(shi)行(xing)“團隊工資包”結(jie)算，將材(cai)(cai)料供應、材(cai)(cai)料成(cheng)本、成(cheng)品質量、存(cun)貨占用、倉儲管(guan)(guan)理(li)(li)等要(yao)素納入(ru)考核范圍，明確月(yue)度任(ren)務目(mu)標和考核標準(zhun)，結(jie)合(he)現場跟班(ban)寫實(shi)，制定所有產品的材(cai)(cai)料定額，將材(cai)(cai)料費納入(ru)綜合(he)單價進行(xing)市場化結(jie)算，對(dui)物資全流(liu)程管(guan)(guan)理(li)(li)進行(xing)重新梳理(li)(li)，形(xing)成(cheng)管(guan)(guan)理(li)(li)辦法，物管(guan)(guan)科(ke)團隊以業(ye)績掙(zheng)工資，薪(xin)酬環比上(shang)下波動18%。
定額+定標，全面推進班清班結
以(yi)市場化(hua)理念結(jie)算(suan)薪酬，實現崗位貨幣化(hua)。對有量可計的班(ban)(ban)組(zu)(zu)崗位進行(xing)(xing)跟班(ban)(ban)寫(xie)(xie)實，制(zhi)定(ding)(ding)產品(pin)定(ding)(ding)額(e)標(biao)準，實行(xing)(xing)定(ding)(ding)價收購，每(mei)名(ming)職工(gong)(gong)(gong)每(mei)日工(gong)(gong)(gong)作(zuo)(zuo)(zuo)量及工(gong)(gong)(gong)資(zi)一目了然，真正實現班(ban)(ban)清(qing)班(ban)(ban)結(jie)。定(ding)(ding)價收購制(zhi)度自(zi)5月份試行(xing)(xing)以(yi)來，調動(dong)了員工(gong)(gong)(gong)工(gong)(gong)(gong)作(zuo)(zuo)(zuo)主動(dong)性和積極(ji)性，生產一車(che)間作(zuo)(zuo)(zuo)業效(xiao)(xiao)(xiao)(xiao)率(lv)整(zheng)體提高5.1%，生產二車(che)間作(zuo)(zuo)(zuo)業效(xiao)(xiao)(xiao)(xiao)率(lv)提高13.4%。針對生產車(che)間錨(mao)桿(gan)自(zi)動(dong)線(xian)、錨(mao)盤自(zi)動(dong)線(xian)、托(tuo)輥自(zi)動(dong)線(xian)生產效(xiao)(xiao)(xiao)(xiao)率(lv)未達到(dao)額(e)定(ding)(ding)效(xiao)(xiao)(xiao)(xiao)率(lv)問題進行(xing)(xing)班(ban)(ban)組(zu)(zu)寫(xie)(xie)實，收集定(ding)(ding)額(e)優化(hua)調整(zheng)數據，為持續合理化(hua)修訂定(ding)(ding)額(e)奠(dian)定(ding)(ding)基礎。
定崗+定責，崗位承包實現降本提效
以車間主任為試點(dian)，推行(xing)“基(ji)薪+績效”模式，在(zai)履行(xing)管理職責(ze)的(de)同時(shi)，直接參與生產一(yi)線工(gong)(gong)作，多勞(lao)多得，崗位創(chuang)效提(ti)(ti)升5%。同時(shi)，針對(dui)維(wei)(wei)修(xiu)設備種類繁(fan)雜、維(wei)(wei)修(xiu)工(gong)(gong)期長(chang)、勞(lao)動(dong)(dong)定(ding)額(e)制定(ding)較(jiao)(jiao)難的(de)現狀(zhuang)，對(dui)采煤機、渣漿泵、無(wu)頂梁支架(jia)維(wei)(wei)修(xiu)等差異性較(jiao)(jiao)大且維(wei)(wei)修(xiu)工(gong)(gong)期較(jiao)(jiao)長(chang)的(de)項目(mu)，執行(xing)工(gong)(gong)前定(ding)價機制，實(shi)(shi)行(xing)崗位承包管理，對(dui)維(wei)(wei)修(xiu)全(quan)過程量化(hua)打分并(bing)記錄，形成維(wei)(wei)修(xiu)勞(lao)動(dong)(dong)定(ding)額(e)，切實(shi)(shi)提(ti)(ti)高勞(lao)動(dong)(dong)效率。（姜萬騰）
