退到二线以后,好几年没有接触实际,最近,到抚顺、大连、长城三个特殊钢厂进行了一点调查。这三个钢厂都是二万多人的中型企业,承担着生产各种特种钢材和合金钢材的任务。1985年遇到了市场钢材供过于求和原材料涨价的新情况,年初算账,抚顺钢厂要减少收入8,000万元;大连钢厂要减少收入6,000万元;长城钢厂要减少收入4,500万元。面对现实,三个工厂的厂长利用厂长负责制的优势,和全体职工一起努力奋斗,终于战胜了困难。到年底三个厂的产量、利润都超额完成了年度计划,消耗大幅度降低,实现了增产增收。这三个厂为什么能在处境不利的情况下,实现增产增收呢?他们成功的共同经验是抓企业管理的改革,使企业活力得到增强。三个厂1985年1月份,就大胆地解决束 After retiring to the second line, it has not touched reality for several years. Recently, three special steel plants in Fushun, Dalian, and the Great Wall conducted a survey. These three steel mills are medium-sized companies with more than 20,000 employees and are responsible for the production of various special steels and alloy steels. In 1985, the company encountered a new situation of oversupply of steel products and price increase of raw materials. At the beginning of the year, Fushun Steel Factory will reduce its income by RMB 80 million; Dalian Steel Works will reduce its income by RMB 60 million; Great Wall Factory will reduce its income by RMB 45 million. Faced with reality, the directors of the three factories took full advantage of the director’s responsibility system, worked hard with the entire staff, and finally defeated the difficulties. By the end of the year, the output and profits of the three plants have exceeded their annual plans, consumption has been greatly reduced, and production has increased. Why can these three plants achieve increased production and income under the disadvantageous situation? Their common success experience is to grasp the reform of enterprise management and enhance the vitality of the enterprise. In January 1985, the three plants boldly resolved the beam.