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我厂是职工超万人、固定资产超亿元的大型纺织印染联合企业,是江西省纺织品生产,出口的重点企业。1989年我厂面临了严峻的形势。“原料紧缺”,国家分配的棉花不足需要量的一半;“能源紧张”:全年停电7l天,开工率为80％;“资金紧缩”,银行贷款压缩;“市场疲软”,成品占用全部流动资金的60％。如何摆脱当时的困境,这对我厂是个严峻的考验。我们在全厂范围内开展了“是等待外部条件宽松来摆脱困境,还是眼睛向内挖潜应外变渡难关?”的讨论,统一了思想和认识。外部条件时刻都在变化,困难是客观存在的,只有面对现实,化困难为机遇,变压力为动力,才能摆脱困境,提高竞争能力。为此,提出了“向内看、练内功、挖内潜”的生产经营方针。
Our factory is a large-scale textile printing and dyeing joint enterprise with over 10,000 employees and over 100 million yuan in fixed assets. It is a key enterprise for textile production and export in Jiangxi Province. In 1989, our factory faced a grim situation. “Insufficient raw materials”, the state allocates less than half of the required amount of cotton; “energy shortages”: 7l days of power outages throughout the year, the operating rate is 80%; “financial constraints”, bank loans are compressed; “market is weak”, and finished products occupy all flows. 60% of funds. How to get rid of the predicament at the time was a severe test for our factory. We have carried out discussions across the plant to discuss whether it is “waiting for external conditions to loosen from the predicament, or are you looking for opportunities to dig in and out of difficulties?” to unify thinking and understanding. External conditions are changing all the time. Difficulties exist objectively. Only when faced with reality, turning difficulties into opportunities and changing pressures as motive force, can we get rid of predicaments and improve our competitiveness. To this end, the production and management policies of “seeing inwards, practicing internal strength, and digging internal potential” have been proposed.