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一年来,我厂坚持以企业整顿为中心,以经济效益为目标,努力把全厂各项专业管理工作,逐步纳入到提高经济效益的轨道上来。1983年完成和超额完成各项主要经济指标,与1982年比较,销售收入增长20％,流动资金平均占用额下降7％,流动资金周转天数加快51天,每百元资金创利额增加2.5元,人均利润额增长500元,实现利润比前年增长25％,并及时足额地上缴各项财政任务。人均利润额、资金利润率和流动资金周转天数都已超过全国同行业平均先进水平。经济效益显著提高,使这个五十年代初期建成的老厂,在四化建设中焕发青春。据初步调查,目前该厂已呈现出五个方面可喜的转变: (一)由过去单纯生产型管理转变为生产经营型管理。该厂在近一年来已形成了以厂长为首的决策中心,工厂的重大投资、引进、改造都要有可行
Over the past year, I plant adhere to the reorganization of enterprises as the center, the economic benefits as the goal, and strive to plant all professional management, and gradually incorporated into the track to improve economic efficiency. In 1983, it completed and overcompensated the major economic indicators. Compared with 1982, sales revenue increased by 20%, the average amount of working capital decreased by 7%, the working capital turnover days increased by 51 days, and the profit per hundred yuan of funds increased by 2.5 yuan. The per capita profit increased by 500 yuan and the profit realized a 25% increase over the previous year, with timely and fully turned over to various financial tasks. Per capita profit, capital profitability and liquidity turnover days have surpassed the national average level of the same industry. Significantly increased economic efficiency, so that the old factory built in the early 1950s, rejuvenated in the four modernizations. According to the preliminary investigation, at present, the plant has shown some welcome changes in five aspects: (1) From the past pure production management to production and operation management. The plant in the past year has formed a decision-making center led by the director, the factory’s major investment, introduction, transformation must be feasible