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在全国纺织行业效益普遍滑坡,就连一些大的国棉厂也难以维持生产的情况下,邱县棉一全体干部职工,学邯钢、抓管理,挖内潜、降成本,增效益,不仅扭转了被动局面,而且成为无库存、无新增贷款、无外欠的“三无”企业。这个厂1988年建成投产,次年就形成一万枚环绽纺织规模和600头气流纺生产能力。然而,在棉纺织行业普遍不景气的大气候影响下,1996年8月,企业也一度陷入困境。面对严峻的形势,新任厂长、党支部书记李孟玺带领班子成员和全体干部职工,分析原因,研究对策,并组织23名管理人员和专业技术人员到邯钢和学邯钢经验较好的邯郸国棉四厂参观学习,借鉴邯钢“模拟市场核算,实行成本否决”
In the general decline of the textile industry in the country, even some large state cotton mills can hardly maintain their production, Qiu County cotton a cadre of workers, learning Handan Iron and Steel, grasping management, dig underground, reduce costs and increase efficiency, not only Reversed the passive situation, and became non-stock, no new loans, no outstanding owe “three no ” enterprise. The plant was put into operation in 1988, the following year the formation of 10,000 ring textile scale and 600 air-spinning production capacity. However, under the influence of the general downturn in the cotton textile industry, enterprises were once in trouble in August 1996. Faced with the harsh situation, the new director, party secretary Li Mengxi led the team members and all cadres and workers, analyze the causes, research strategies and organize 23 managers and professional and technical personnel to Handan Iron and Steel and Handan Iron and Steel experienced better Handan Cotton four factories visited the study, learn from Handan Iron and Steel “simulated market accounting, the cost of rejection”