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去年,石景山铜铁公司在基本建设中推行投资包干后,结合两参一改和生产队包干制的贯彻,石景山钢铁公司第一工程公司破除了任务单、限额卡、一号表、二号表、工长快速统计日报等十几种表报制度,建立了计划、预算、统计与结算四者相结合的管理制度。经过半年来的实践证明,这种管理制度是简单而又切实可行的,完全符合实行投资包干和两参一改的
Last year, Shijingshan Copper and Iron Company implemented the investment contracting in the capital construction, combined with the implementation of the two-parameter change and the production team contracting system, the first engineering company of Shijingshan Iron and Steel Company dismantled the task list, the limit card, the No. 1 and No. 2 tables. The dozens of reporting systems, including the rapid statistics of the foreman and the daily report, established a management system that combines planning, budgeting, statistics, and settlement. After six months of practice, this type of management system is simple and practical. It is fully in line with the implementation of investment lump sum and two-parameter change.