几年来,我们从过去传统的记帐,算帐,报帐的圈子中跳出来,积极参与企业的各项管理工作,为提高经济效益献计献策,取得一定的成绩. 1、开展成本,利润目标管理,促进增产增收.1984年我厂提出实现合成氨产量和利润超历史水平,同时,省公司要求我厂将原下达的可比产品成本上升1%的指标,调整为仅上升0.5%.根据1～9月份的情况,可比产品成本已上升1.7%,同时计划十月份全厂停产大修17天.在这种情况下,产品成本必须下降1.2%,月平均利润必须达到110多万元,才能达到实现利润1,200万元的奋斗目标.针对这一实际问题,我们迎难而上,积极与计划部门共同研究,并进行反复测算平衡,对节能降耗,压缩“两费”(车间经费,企业管理费),增产增 In the past few years, we have jumped out of the circle of accounting, accounting and reimbursement in the past and actively participated in various management work of enterprises to make suggestions for improving economic efficiency and achieved certain results. 1. Carrying out cost and profit targets Management, and promote the increase of production.In 1984, I proposed to achieve ultra-history of ammonia production and profits, at the same time, the provincial company asked me to plant the original 1% of the comparable product cost increased by 1%, adjusted to only increase by 0.5% In September, the comparable product cost has risen by 1.7%, while plans to shut down the plant in October overhaul 17 days.In this case, the product cost must drop 1.2%, the average monthly profit must reach more than 1.1 million in order to achieve Profits of 12 million yuan goal. In response to this practical problem, we face difficulties, and actively study with the planning department, and repeated calculations balance, energy saving, compression “two fees” (workshop funding, corporate management fees ), Increase production