1983年,我厂通过改革、整顿,企业发生了深刻变化。职工思想由乱变活,干部由说变干,产量由低变高,质量由差变好,收入由少变多,成本由高变低,企业由亏变盈,贡献由小变大,工厂由死变活。1983年红砖产量比上年增长26.7%,产值比上年增长23.38%,万块红砖生产成本比上年下降6.41%,上交工商税比上年增长18.07%,扭转了连续三年亏损,实现利润15万元。我们的具体做法是: 一、实行三大改革,开创新局面一是改革机构体制与干部制度,着重一个“精”字。彻底革除机构臃肿、人浮于事、办事效率不高、工作互相扯皮、互相牵制的弊 In 1983, our factory had undergone profound changes through reform and reorganization. The ideology of employees changes from chaos to change, and cadres say dry out, the output changes from low to high, the quality changes from poor to good, the income changes from low to high, the cost changes from high to low, the company changes from loss to profit, contribution from small to large, factory Died by death. In 1983, the output of red bricks increased by 26.7% from the previous year, the output value increased by 23.38% over the previous year, the production cost of 10,000 red bricks decreased by 6.41% over the previous year, and the industrial and commercial taxes paid by the same year increased by 18.07%, reversing the loss for three consecutive years , to achieve a profit of 150,000 yuan. Our specific approaches are: First, implement the three major reforms and create a new situation. First, reform the institutional system and the cadre system, focusing on a “fine” word. Completely abolished the disadvantages of overstaffed institutions, overstaffed people, inefficient work practices, and work-related problems