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我厂是1958年创建的一个县属集体企业,专业生产电影放映电源、电镀电源、充电机、交流弧焊机等产品。1989～1992年曾连续4年亏损。前年四季度,我们通过转换经营机制,划小核算单位,内部实行“分灶吃饭”,企业才初步改变了面貌。1993年产值、销售收入都比上年增长近一倍,利润20万元,一举甩掉了长期亏损的帽子;职工年人均收入也达5000多元,较上年增加60％。改革给企业带来了生机和希望。 一、从企业实际出发及时转换机制,走划小核算
Our factory is a county-owned collective enterprise established in 1958, specializing in the production of film projection power supplies, electroplating power supplies, chargers, AC arc welding machines and other products. From 1989 to 1992, he suffered losses for four consecutive years. In the fourth quarter of the previous year, we changed the operating mechanism, devised small accounting units, and implemented the “diet stove to eat” internally. The company initially changed its appearance. In 1993, the output value and sales revenue all increased by nearly double the previous year. The profit was 200,000 yuan, and the long-term loss of the hat was eliminated. The annual per capita income of the employees reached 5,000 yuan, an increase of 60% over the previous year. The reform has brought vitality and hope to the enterprise. First, from the actual situation of the company, timely change the mechanism and take a small scale