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哈尔滨绝缘材料厂是50年代建立起来的我国最大的综合性电工绝缘材料制造厂,是机电行业大型骨干企业。我原是哈尔滨电机厂机电联营公司党委书记,是在绝缘材料厂面临十分困难的形势下承包企业的。我中标后,承担了承包的风险,如何变风险一人担为全厂职工共同担?把承包经营目标层层分解,落到实处,这是承包后急待解决的一个实际问题。经过调查摸底,各生产分厂和部分处室提出完成承包指标有难度。我想,在承包指标难度很大的情况下,必须打破常规,走创新之路。于是我借鉴企业招标竞争的做法,将竞争机制引入企业内部,并首创和实行了“自选目标利润承包法”。
Harbin Insulation Material Factory is the largest integrated electrical insulating material factory in China established in the 1950s and is a large-scale backbone enterprise in the electromechanical industry. I was the secretary of the party committee of the Electromechanical Affiliated Company of Harbin Electric Machinery Factory. I was contracting the company under the situation that the insulation material factory faced a very difficult situation. After I won the bid, I assumed the risk of contracting, and how to change the risk of one person to assume the responsibility of all employees in the entire plant to break down the contract management objectives and implement them. This is an urgent problem to be solved after contracting. After investigations and explorations, it is difficult for each production branch and some offices to complete the contracting indicators. I think that in the case of difficult contractual indicators, we must break the rules and take the road to innovation. So I learned from the practice of bidding and competition in enterprises, introduced the competition mechanism into the company, and initiated and implemented the “self-selection target profit contracting law”.