论文部分内容阅读
中国铝业河南分公司是一个有着40余年历史的特大型国有企业,氧化铝产量由建厂初期的40万吨年生产能力逐步提高到现在的130万吨的年生产规模。由于边生产、边扩建、边改造的过程造成了基础工作和内部管理相对滞后,加之氧化铝生产工艺流程复杂,高温、高压、高碱设备多,极易发生事故,给生产组织带来了较大困难。特别是我国加入世贸组织和中铝公司成功上市后,企业由原来的“利润中心”一下转变为“成本中心”,作为老企业再靠加大投入来实现产量和效益的增长已不现实。为了改变这种和企业管理与发展不相适应的状
Aluminum Corporation of China Henan Branch is a large state-owned enterprise with a history of more than 40 years. The output of alumina has been gradually raised from the annual production capacity of 400,000 tons at the initial stage of construction to the current annual production scale of 1.3 million tons. As the side of production, while expanding, while the transformation process led to the basic work and internal management is relatively lagging behind, combined with the complexity of alumina production process, high temperature, high pressure, high alkali equipment, prone to accidents, to the production organization has brought more Big difficulty. In particular, after China’s accession to the WTO and the successful listing of Chinalco, the company transformed itself from a “profit center” to a “cost center”. As an old enterprise, relying on increasing investment to achieve growth in output and efficiency has become unrealistic. In order to change this and business management and development does not adapt to the shape