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包头市耐火器材厂,是五十年代初期建设起来的老厂。三十年来,为全国的钢铁工业建设提供了近百万吨的耐火材料,为国家积累了建设资金2,000多万元。 1979年,国家进行经济调整,使该厂的生产受到影响,销售计划不到生产能力的5%。原来签订的销售合同,大多数都退了货,致使已经生产出来的大批耐火材料滞销,造成积压。市财政局经过多次测算,认为该厂1980年要亏损近70万元。面对这一情况,是等靠国家财政拨补过日子,还是大胆革新,自力更生,减轻国家负担?市财政局经过反复研究之后,对该厂提出了:“亏损包干,一定三年,减亏分成,超亏不补”的亏损大包干办法。即1980年包亏40万元,1981年包亏20万元,1982年包亏10万元,三年后扭亏为盈,向国家上缴利
Baotou refractory equipment factory, is built in the early 1950s the old factory. In the past 30 years, nearly one million tons of refractory materials have been provided for the construction of the steel industry across the country, accumulating more than 20 million yuan of construction funds for the country. In 1979, the state conducted economic adjustments that affected the plant’s production and planned to sell less than 5% of its production capacity. The original sales contract signed, most of them returned goods, resulting in a large number of refractory materials have been produced out of stock, resulting in backlog. Municipal Finance Bureau after repeated estimates, that the plant in 1980 to nearly 700,000 loss. In the face of this situation, is to rely on the state finances to make up for the day, or bold innovation, self-reliance and reduce national burdens? After repeated research by the Municipal Bureau of Finance, the plant proposed: “Loss, a certain three years, , Super loss does not make up ”loss big bag method. 1980 package loss of 400000 yuan, 1981 package loss of 200000 yuan, 1982 package loss of 100000 yuan, three years after the turnaround, surrender to the state