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搞活企业关键在于转换企业经营机制,但是转换机制应该从何着手?需要更新哪些观念?转换哪些方面的机制?怎样来实施机制转换?对此,国家二级企业——上海起重设备厂在“深化改革、转变观念、转换机制、强化质量、提高效益”中积极探索。上海起重设备厂是专业生产轻小型起重设备的中型企业。“七五”期间曾对局部机制作了初探,将原来的“四办”(厂办、企办、质办、能办)合并改为“厂务办”,克服企业管理工作中的扯皮、推诿等现象,初见成效。1987年时企业实行第一轮承包合同中规定了
The key to invigorating a business lies in transforming its operating mechanism. However, where does the conversion mechanism go? What ideas need to be updated? What are the mechanisms for conversion? How do we implement the mechanism conversion? In this regard, the state-level secondary enterprise—Shanghai Lifting Equipment Factory is in Deepen reforms, change concepts, change mechanisms, enhance quality, and increase profits. Shanghai Lifting Equipment Factory is a medium-sized enterprise specializing in the production of light and small lifting equipment. During the “Seventh Five-Year Plan” period, the local mechanism was first explored, and the original “four offices” (factory office, enterprise management office, quality office office, and capable office office) were merged into the “factory office” to overcome the wrangling in the enterprise management work. Pushing chants and other phenomena have achieved initial success. In 1987 when the company implemented the first round of contract