【Weekend Question 20090411~12】Discuss the structure of the company’s instrument workshop

Sorry, I answered before you. The typical organizational structure of an instrumentation workshop includes 1 chief, 2 deputy chiefs (for production and equipment), a union leader (* Party branch **), 1 technical supervisor (with 3 production technicians, 2 equipment technicians, 2 construction technicians, and 1 measurer), safety officers, material handlers, 3 storage clerks, accountants, document clerks, and union committee members. Under its jurisdiction: 5–7 production and operation teams (established by region; each team must manage at least 6 sets of equipment, with a staffing level of around 25 people) ； 1 maintenance team (composed of experienced technical workers) ； 1 logistics support team (for elderly care; it promotes harmony, right?). Including electric welding, machining, driving, women’s workers’ committee, etc.) ； 1 Special Equipment Maintenance Team (DCS\PLC\Large-scale Unit Maintenance) ； 1 metering team (. . . . . . ). He said something awkward.

In our workshop, there is one supervisor, one **, one union leader*, three deputy supervisors (for equipment, production, and training), four technicians, as well as one clerk, one storage officer, one statistician, and one safety officer. There are 4 teams on site, with around 30 people in each team. The teams include the analysis team, the DCS team, the metering team, and the raw materials team; these are smaller teams. In total, there are about 180 people in the entire workshop

We call this the Electrical Engineering Workshop; its structure is quite simple: one director, one deputy director, four technicians (two in electrical engineering and two in automatic control, with one of them also serving as the union leader*), one statistician, and one safety officer. There are 7 on-site maintenance teams (classified by role): four for instrument and control maintenance, and three for electrical maintenance; each team consists of about 15 people. There are around 120 people in the entire workshop, with a total of approximately 8,000 instrument panels.

Seeing this discussion topic on LZ Gas Station made me think of the production operations at a certain company. Its production workshops have positions dedicated to mechanical, electrical, and instrumentation tasks, but at the same time the company also has a separate workshop specialized in these areas. As a result, the production workshops and the mechanical/electrical/instrumentation workshop need to coordinate frequently to handle daily faults. I would like to know whether this approach is reasonable, and how responsibilities are divided when dealing with such daily faults.

1 Director, 1 Secretary, 2 Deputy Directors, 1 Union Leader; Group 1 of Class 6, with the group being a technical team – 6 technicians corresponding to the 6 classes under it. The total number is 112 people.

Our instrument workshop is called Jikong~~~ There is one supervisor, one safety officer, one statistician, one warehouse keeper and one radiation source manager. There is also one team leader, two group leaders. There are two groups for computerized instruments: six people in these groups are responsible for maintaining the DCS systems in the 6 main workshops (8 control rooms), as well as 4 sets of PLCs. We handle all the phone systems throughout the factory, the video surveillance system, and the computers and printers in various departments; we’re usually the ones to fix any malfunctions. There are 18 people assigned to instrument maintenance, working on the instruments in the 6 workshops.

In our small private company, the electrical and instrumentation workshop has one supervisor, one supervisor assistant, and one team leader; the total number of employees in this workshop is 15