宝鸡东站运输效率激励机制的建立与实践

Establishment and Practice of Transport Efficiency Excitation Mechanism in Baoji East Station

针对以往宝鸡东站内部分配制度没有起到调动各层面工作积极性的实际,宝鸡东站在编组站内构建外部强化和内因共同发挥作用的激励机制,通过改革班工作总结会组织方式,以7项指标为抓手,科学核定单台调机效率最低调车组,实施切实可行的调车效率帮教和考核,实施以相互制衡、互为促进、系统连动、多劳多得为特点的大班劳动竞赛和挖潜提效考核。实践证明,宝鸡东站运输效率激励机制的建立在强化团队凝聚力的同时提高了生产效率。

Targeting with previous status of the inner distribution system in Baoji East Station does not serve as stimulating each layer's work initiative, Baoji East Station establishes the excitation mechanism of commonly exerting roles on external reinforcement and internal cause inside marshalling station. Through the organization way of reform team working summary meeting, taking 7 indices as breakthroughs, several measures were implemented, such as scientifically approving the shunting units with lowest-efficient single shunting locomotive, implementing practical help, training and assessment for shunting efficiency, and implementing labor competition, potential taping and efficiency increasing as well as assessment, which taking checks and balances, mutual promotion, system inter-connecting and principle of more pay for more work as the characteristics. The practice shows the establishment of transport efficiency excitation mechanism in Baoji East Station increases the production efficiency, and meanwhile, enhances the team cohesion.