自1980年以来,由于国民经济的调整,我厂生产的汽车配件变为长线产品,原来的计划经济为市场经济所代替,生产任务严重不足,企业处在半停工状态.在新形势面前,通过多方面的努力,如大力开展产品推销工作,增加适销对路的产品,提高产品质量等,逐步打开了局面.三年期间,我们在推行经营管理责任制方面,先后采取过三种形式:一是和部分有销路的产品车间签订经济合同,实行有限的超产计件工资制;二是在预测和安排各车间产品产量、产值、盈亏等指标的基础上,实行按产品产量超产计奖;三是加强劳动管理和全面修订产品工时定额,实行按工时考核计奖.实践证明,经济效果都不显著,亏损局面没有得到扭转.我们体 Since 1980, due to the adjustment of the national economy, the auto parts produced by our factory have become long-term products. The original planned economy was replaced by a market economy, and the production task was seriously insufficient. The enterprises were in a semi-suspended state. In the face of the new situation, Various efforts, such as vigorously promoting product sales, increasing marketable products, and improving product quality, have gradually opened up the situation. During the three years, we have adopted three forms in implementing the management responsibility system: It is the signing of economic contracts with some marketable product workshops and the implementation of a limited over-production piece-rate wage system. Second, on the basis of forecasting and arranging the output, output value, profit and loss, etc. Strengthen labor management and comprehensively revise the product man-hour quota, and implement awards according to hourly examinations. Practice has proved that the economic effects are not significant and the loss situation has not been reversed.