韶关冶炼厂于1976年投入生产,由于韶冶建设正处十年动乱时期,试产开始,生产工序存在的问题多,作业率很低,仅50%左右,当年亏损300多万元;又因三废污染严重,被国家计委列为全国第一批限制治理和改造的重点企业之一。韶冶为求得生存与发展,于1980年制定了以三废治理为重点的三年改造规划。通过三年的改造,产量由1980年的40,000吨到1983年发展到53,000吨,实现利润逐年增加。扭转了亏损的局面。三废治理也得到了改善,基本上达到国家环保标准。近年来由于各种原材料和燃料的提价,年产量及利润均有下降的趋势,我厂又面临着威胁和考验,需继续寻找发展的出路,实践证明新的出路是改变产品结构,改单一产品经营为多种产品经营。 Shaoguan Smelter was put into production in 1976, due to the Shaoguan construction is in a period of ten years of turmoil, pilot production began, the production process there are many problems, the operating rate is very low, only about 50% loss of more than 300 million; Three wastes were seriously polluted and was listed by the State Planning Commission as one of the first batch of key enterprises in the country to limit the control and reform. In order to survive and develop, Shaoguang formulated a three-year reconstruction plan focused on the treatment of wastes in 1980. After three years of transformation, the output of the plant increased from 40,000 tons in 1980 to 53,000 tons in 1983, achieving a year-on-year increase in profits. Reversed the loss of the situation. Waste management has also been improved, basically reaching the national environmental standards. In recent years, due to the price increase of various raw materials and fuels, annual output and profits have declining trend, our factory is facing the threat and test, we must continue to find a way out for development. Practice has proved that the new way is to change the product structure, Product management for a variety of product management.