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我厂是中国的老八大名酒厂之一。近年来,我们坚持“向生产要质量,向管理要效益”的办厂方针,通过狠抓管理,修练内功,取得了令人瞩目的成绩。自1989年以来,我厂已连续4年进入按利税排序的中国500家最大工业企业之列,在全国白酒行业中连续4年位居第三位。我们的主要做法是: 一、以经济效益为中心,以现场管理为重点,逐步建立起一套以现场管理为基础的内部运行机制 我们把建立健全以现场管理为基础的内部运行机制,作为我厂管理工作的重点来抓,把眼睛放在自身建设上,初步建立起了一套适应市场经济条件下的内部运行机制。 (一)狠抓管理不放松,以管理促效益,以管理促发展。我厂自1986年“抓管理,上等级,全面提高企业素质”以来,不断探索适合本厂实际的企业管理方法。大力推行了方针目标管理、PDCA循环、全面质量管理等现代化的管理方法。一年一个新台阶,先后通过了省级先进企业、国家二级企业、国家一级计量、国家一级档案、国家二级财务管理、设备管理等验收,使我厂由一个传统的作坊式的小厂,发展成为全国轻工行业重点骨干企业,国家大型一档企业。通过企业升级工作,促进了我厂管理水平和经济效益的提高。近年来,国家虽然停止了
Our factory is one of China’s old eight famous wineries. In recent years, we have adhered to the policy of “pursuing quality for production and efficiency for management”. We have achieved remarkable results by paying close attention to management and practicing internal strength. Since 1989, our factory has entered the ranks of China’s 500 largest industrial companies in terms of profits and taxes for the fourth consecutive year, ranking third in the national liquor industry for four consecutive years. Our main approaches are: First, focusing on economic efficiency, focusing on on-site management, and gradually establishing an internal operational mechanism based on on-site management. We will establish and improve the internal operating mechanism based on on-site management. The focus of the plant management work was to focus on their own construction, and a set of internal operational mechanisms were initially established to meet the conditions of a market economy. (1) Pay close attention to management and not relax, promote management with efficiency, and promote development with management. Since 1986, we have been exploring the actual enterprise management methods that are suitable for our factory, since we have been “grasping management, ranking, and improving corporate quality comprehensively” in 1986. We vigorously promoted modern management methods such as policy management, PDCA cycle, and total quality management. A new level in one year, has passed the acceptance of provincial advanced enterprises, national second-tier enterprises, national first-class metrology, national first-level archives, national second-level financial management, and equipment management, making our factory a traditional workshop-style Xiaochang has developed into a national key enterprise in the light industry and a national large-scale first-tier enterprise. Through enterprise upgrading work, we have improved the management level and economic efficiency of our plant. In recent years, the country has stopped