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在齐心荣就任上海彭浦机器厂厂长的三年中,对这家国营大型骨干企业的管理和领导体制连续动了两次大的手术:一是改革工厂的管理机构,实行“矩阵式管理体制”,一是实行党政职能分开,建立厂长全面负责、党委保证监督的领导体系。 他在全国率先开创的这种新的企业管理体制,被称为“彭浦模式”,引起人们的注目。 实行“彭浦模式”的1984—1987年中,彭浦机器厂的产值和利润分别以10％和12.4％的比例增长。企业管理和质量管理创市优,设备管理创国优。引进的320型推土机国产化率达91.8％,其中六项指标超过日本小松KES标准,各项主要技术经济指标名列全国同行业前茅。
In the three years that Qi Xinrong took the post of director of Shanghai Pengpu Machinery Factory, the management and leadership system of the state-owned large-scale backbone enterprises has undergone two major operations. The first is to reform the management organization of the factory and implement a matrix management system. The first is to separate the functions of the party and government, establish a leadership system where the factory director is fully responsible, and the party committee guarantees supervision. His new enterprise management system, pioneered and pioneered in China, has been called the “Pengpu model” and has attracted attention. In the period from 1984 to 1987 when the “Pangpu model” was implemented, the output value and profit of the Pengpu Machinery Plant increased by 10% and 12.4% respectively. The enterprise management and quality management are excellent in the market, and the equipment management creates the country. The localization rate of 320 bulldozers introduced has reached 91.8%, among which six indicators have exceeded the Japan Komatsu KES standard, and the major technical and economic indicators have ranked among the highest in the industry in the country.