今年以来，胜利油田工程建设一公司一分公司为了使生产成本实现最小化、效益实现最大化，没有停留在系统内处于领先地位的单项工程成本控制管理办法上，而是结合自身实际，不断探索适合自身发展实际的成本管理办法，使这家分公司在今年上半年任务量严重不足、只完成２４％的年 Since the beginning of this year, in order to minimize production costs and maximize benefits, Shengli Oilfield Engineering Company One Branch Company has not stayed on the single-item project cost control management method that is in the leading position in the system, but has explored its own reality and continuously explored. The cost management measures that are suitable for their own development actually make this branch company seriously under-supplied in the first half of this year and only completed 24% of the years.