上海市建五公司从1992年开始,加快企业内部经营机制的转换步伐,按照公司经营机制改革的总体方案三年走三步,取得了初步的成效。在上海所有施工企业1991年都亏损的情况下,1992年一举扭亏创利102万元,1993年创利560万元,连续两年名列上海同行业前矛;工程质量优良率稳步上升,1992年36.4％,1993年41.96％,是上海唯一连续五年(共七项)获白玉兰杯奖优质工程奖的单位。 第一步 统一认识、抓好两层分离的试点 国营施工企业,长期以来在计划经济体制下形成了固定的施工管理体制和模式,弊端很多,造成企业效益差,发展后劲不足,职工积 Shanghai Jianwu Company began in 1992 and accelerated the pace of internal business operation mechanism conversion. The overall plan for the reform of the company’s operating mechanism has taken three steps in three years and achieved initial results. In 1991, all construction companies in Shanghai suffered losses. In 1992, they took profits by RMB 1.02 million in one fell swoop, and profited by RMB 5.6 million in 1993. For two consecutive years, they ranked among the top players in the same industry in Shanghai; the rate of excellent quality of construction steadily increased. In 1992, it was 36.4. %, 41.96% in 1993, was the only unit in Shanghai that won the White Magnolia Cup Award for Quality Project Award for five consecutive years. The first step is to unify and understand the two-tiered separation pilot state-owned construction enterprises. For a long time, a fixed construction management system and model have been formed under the planned economy system, resulting in many drawbacks, resulting in poor business efficiency, insufficient development potential, and the accumulation of workers.