我公司历年来中小修理费用支出较大,占公司总成本的10%以上。为了降低中小修费用支出,提高企业经济效益,针对中小修项目多,单项费用小,发生次数频繁,内容庞杂的特点,在财务工作上,我们既做到保证必要资金的供应,又严格监督控制,防止敞口花钱,着重抓了以下几项工作: 一、加强基础工作,使财务工作适应中小修理费用考核管理的需要。首先以我公司下达年计划指标为依据,审订中小修工程合同,把审批的合同,按冶金厂,矿山,房产,公路等分类编号,设合同预决算台帐。其次按公司下属42个单位设中小修预决算付款台帐。建立二套台帐,使全公司40多个单位每年500多份合同,上千次付款和近亿元资金,得到科学管理,避免了重付多付,超支,失控等现象。1986年曾多次发生工程单位要求付款,我们从台帐上发现无合同,或工程款已付,当即停止 My company over the years small and medium-sized repair costs more, accounting for more than 10% of the total cost of the company. In order to reduce the expenses for small and medium repairs, and improve the economic benefits of enterprises, we are committed to ensuring the supply of the necessary funds and strictly supervising and controlling the financial work in light of the features of small and medium repairs, small individual expenses, frequent occurrences and complicated contents. , To prevent exposure to spend money, focused on the following tasks: First, to strengthen basic work, so that financial work to meet the needs of small and medium-sized repair costs assessment and management. First of all, based on the annual plan targets set by our company, we will review the contract for minor repairs, and set aside the contracts for approval in accordance with the classification numbers of metallurgical plants, mines, real estates and highways, and set up the contractual final accounts. Followed by 42 units under the company set up small and medium accounts final accounts payment. The establishment of two sets of accounts led to more than 500 contracts, thousands of payments and nearly one hundred million yuan of funds for more than 40 units throughout the company, which were scientifically managed and avoided such phenomena as re-pay and overpaid, over-spending and out-of-control. In 1986, there were repeated requests for payment by the construction company, and we found no contracts from the accounts or paid the construction funds immediately and stopped