我厂是1974年投产的上海四版设计三千吨型小合成氨厂。1979年以前,连续六年亏损,濒临下马关闭的困境。党的十一届三中全会后,我厂在进行全面整顿的同时,逐步建立和完善经济责任制,使企业起死回生,扭亏增盈。三年来,我们对全厂实行的经济责任制进行了三次改进,企业的经济效益有了三次明显的提高。概括地说就是:逐步完善责任制,三年迈出三大步。第一步:分级核算见效果六年亏损刹住车我厂从投产到1979年底,六年累计亏损313万元,成为全省有名的落后企业。当时的状 Our factory was put into production in Shanghai in 1974, the fourth edition of the design of 3,000 tons of small synthetic ammonia plant. Before 1979, she sustained losses for six consecutive years and was on the verge of closing down. After the Third Plenary Session of the Eleventh Central Committee of the Communist Party of China, our factory gradually established and improved its economic responsibility system while carrying out a complete rectification, so that the company would be able to return to its own right and turn losses into profits. In the past three years, we have made three improvements to the economic responsibility system implemented by the entire plant, and the economic benefits of the company have been significantly improved three times. In a nutshell, it is: Gradually improve the accountability system and take three major steps in three years. The first step: Graded accounting see effect Six-year loss to stop the car I plant from the end of production to the end of 1979, six years accumulated loss of 3.13 million yuan, becoming the province’s famous backward companies. At the time