这一期本刊发表的天津制鞋厂企业管理工作的几点经验,是值得各企业单位参考的。他们在计划管理方面,制订计划前后,就注意作好“交底”工作,认真地发动群众,采取查潜力比指标、查干劲比措施、查浪费比节约、查思想比跃进的方法,反复讨论。在执行计划过程中又建立群众性的月初抓开门红、月中抓生产、月末抓超额和生产准备;每日早安排生产、中午检查计划进度、晚评比当日成绩;小组每半月分析一次生产计划和各项指标完成情况等制度,而且依靠群众解决生产调度和材料供应中的问题。在技术管理方面,建立专职检验和群众自检、互检相结合的责任制,和产品投产前 This issue of published in Tianjin shoe factory business management experience, it is worth all the business units for reference. In terms of program management, they paid attention to doing a good job of “submitting diplomatic work” before and after formulating plans. They conscientiously mobilized the masses to adopt the method of checking potentials more than indicators and investigating coercive measures, discuss. In the process of implementing the plan to establish a mass of the beginning of a good start to catch the moon, mid-catch production, at the end of the month to catch the excess and production preparation; daily arrangement of production as early as noon to check the progress of the plan, late comparisons on the day results; semi-monthly analysis of the production plan and team The completion of various indicators and other systems, but also rely on the masses to solve production scheduling and material supply problems. In technical management, the establishment of full-time inspection and mass self-inspection, mutual inspection of a combination of responsibility system, and products before commissioning