今年以来,在治理、整顿的宏观大环境下,企业的生产经营工作,客观上受到了资金、原材料和能源三大因素的严重制约,给经济活动带来了种种难度。在困难面前,我厂一靠全体职工的群体意识,二靠切实可行的经营决策,紧紧围绕提高经济效益,积极落实各项“双增双节”措施,努力形成增加有效供给,提高经济效益的企业“小气候”,取得了生产经营稳步发展的好成效。我们的主要措施和做法有四条: 一是改革工艺降成本。我广把这方面的措施作为挖潜增益,通过自我消化,实现自 Since the beginning of this year, under the macro-environment of governance and rectification, the production and operation of enterprises have been objectively restricted by three major factors: capital, raw materials and energy, which have brought difficulties to economic activities. In the face of difficulties, our factory relied on the collective consciousness of all employees, and secondly depended on practical and feasible business decisions, closely focused on improving economic efficiency, and actively implemented various “double-increasing and double-section” measures in an effort to form an increase in effective supply and increase economic efficiency. The company’s “microclimate” has achieved good results in the steady development of production and operation. Our main measures and practices are fourfold: First, the cost of reforms will be reduced. I widely used this measure as a potential for tapping potential and self-digestion to achieve