成都华西光学电子仪器厂,由于种种外部和内部原因,截至1994年末连续四年累计亏损已达到3030万元,历史负债9000万元,资产负债率已达90％以上,没有一个像样的产品,全厂人心涣散,处于瘫痪状态。到了濒临破产的边缘94年4月,成为嘉陵集团紧密层企业。在集团人、财、物、产、供、销“六统一”管理下。该厂的两级领导班子和产品结构都进行了大调整。从集团调迁了摩托车链条、轴承、钢球三条新的生产线,形成了以摩托车配件为主,东风汽车配件皮带张紧轮和光学冷加工为辅的三 Chengdu Huaxi Optical Electronic Instrument Factory, due to various external and internal reasons, accumulated losses for the four consecutive years ended at the end of 1994 have reached 30.30 million yuan, historical liabilities of 90 million yuan, and the debt ratio of assets has reached more than 90%. There is no decent product. The factory people were distracted and in a paralyzed state. On the verge of bankruptcy, in April 1994, it became a close-tier company of the Jialing Group. Under the “six unifications” management of the group’s people, finance, property, production, supply, and sales. The factory’s two-level leadership team and product structure have undergone major adjustments. Three new production lines including motorcycle chain, bearing and steel ball have been relocated from the Group to form a motorcycle accessories-based, Dongfeng Auto Parts Belt tensioner and optical cold processing