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××厂是北京市的大中型企业,拥有固定资产原值10761万元,职工近5000人,年利润总额近3000万元。该厂在同行业企业中有重要地位,产品的质量好,价格便宜,富有竞争能力。1985年国家对该厂实行了“两保一挂”,经济承包,调动了广大职工的积极性,生产迅速发展,年增长速度在20％以上,但经济效益提高幅度远低于生产发展的速度。企业领导认识到本厂的发展是速度型的,注重了外延发展,忽略了内涵挖潜,为了把企业的发展引到重内涵效益型的道路上来,决定利用咨询的方法,对本厂的经济效益作一个全面分析,为其提供切实可行的改进建议。
The ×× plant is a large and medium-sized enterprise in Beijing. It has a fixed asset value of RMB 107.61 million, nearly 5,000 employees and a total annual profit of nearly RMB 30 million. The factory has an important position in the same industry, the product is of good quality, cheap, and highly competitive. In 1985, the state implemented the “two guarantees and one contract” for the plant, economic contracting, mobilized the enthusiasm of the broad masses of workers, the rapid development of production, the annual growth rate of more than 20%, but the increase in economic efficiency is far lower than the speed of production development. Business leaders recognize that the development of the factory is speed-oriented, and focus on the development of the extension, ignoring the connotation of tapping the potential, in order to guide the development of the enterprise to the road of re-connotation and efficiency, decided to use consulting methods to make the economic benefits of the factory A comprehensive analysis provides them with practical suggestions for improvement.