原来人数不足二百、厂区不足四亩的北京日化五厂,曾靠“长期一贯制”的染发产品以每年税利额一、二十万元的低水准原地踏步多年。在改革大潮的推动下,日化五厂于1987年实行了全员承包。责任、权力、利益结合调动了经营者的使命感;任务、贡献、报酬挂钩激发了生产者的积极性。然而,怎样把体制改革焕发的生机变成实实在在的经济效益,却是一道难解 Less than two hundred, the factory has less than four acres of Beijing’s No. 5 chemical plant, once relying on the “long-term consistent system” of hair products with annual tax profits of one or two hundred thousand yuan of low standards in place for many years. Under the impetus of the reform tide, the Fifth Chemical Plant had implemented full-scale contracts in 1987. The combination of responsibility, power, and interests mobilized the sense of mission of the operators; the linking of tasks, contributions, and rewards stimulated the enthusiasm of producers. However, how to turn the vitality of the institutional reform into a real economic benefit is hard to solve