成都红光电子管厂是我国“一五”期间156项重点工程之一,主要从事电子束器件的生产,是我国显象管行业的母体厂。从建厂一开始,就按照苏联的管理模式,建立了一套完整的以产品经济为对象的管理模式。一大批管理人员和技术人员在封闭、固化的管理模式下,聪明才智和创造活力不能得以很好地发挥,使企业生产效率和经济效益长期俳徊在一个很低的水平上。到1982年时,总产值只有1490万元,劳动生产率0.37万元,各种欠帐高达1000万元以上。 改革开放使企业迈开了从传统管理向科学管理,现代化管理的步伐。1988年该厂总结管理经验归纳为“红光系统管理 Chengdu Hongguang Electron Tube Factory is one of the 156 key projects during China’s “1st Five-year Plan” period. It is mainly engaged in the production of electron beam devices and is the parent plant of the Chinese kinescope industry. From the very beginning of construction, according to the Soviet Union’s management model, a complete set of management models based on product economy was established. A large number of management personnel and technicians have not been able to display their intelligence and creativity in a closed and solid management mode. This has led to long-term production efficiency and economic efficiency at a very low level. By 1982, the total output value was only 14.9 million yuan, labor productivity was 0.37 million yuan, and all kinds of debts were as high as 10 million yuan. The reform and opening up has enabled the company to take steps from traditional management to scientific management and modern management. In 1988, the plant summarized the management experience is summarized as "red light system management