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1990年,田阳毛绢纺织厂遇到了资金紧缺、市场疲软、经济效益大滑坡、职工情绪波动等困扰,1至9月份累计亏损20多万元,陷入了建厂以来经济效益的最低谷。严峻的现实迫使该厂的决策层和全体职工深思。从第四季度起,开始狠抓产品质量,同时加强产品成本管理。终于摆脱了困境,到年底不仅甩掉亏损帽子,还实现利润27.5万元。为什么在众多的纺织企业经济效益不够好的情况下,我厂却能取得较好的经济效益呢?
In 1990, Tianyang Maosong Textile Factory faced a shortage of funds, a weak market, a large decline in economic efficiency, and fluctuations in employee mood. From January to September, the cumulative loss was more than 200,000 yuan, which was the lowest in economic efficiency since the plant was built. The harsh reality forced the decision-making layer and all employees of the plant to think deeply. From the fourth quarter, it began to pay close attention to product quality and strengthen product cost management. Finally got rid of the predicament, by the end not only to get rid of loss of hats, but also to achieve a profit of 275,000 yuan. Why is our factory able to achieve better economic benefits when the economic benefits of many textile companies are not good enough?