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我厂是一个为农机配套生产齿轮花键轴的专业工厂,随着国民经济的调整,农机行业遇到了暂时的困难,任务严重不足。1980年国家下达的生产任务(产值)只有611万元,还不到上年实际的30％,预计要亏损185万元。1981年以来,上级未给安排生产任务,只下达全年财务包干指标——利润10万元,情况更为严重。财务部门做为一个综合性的管理部门,积累着历来生产经营过程中有关生产耗费和经营成果的各种资料,利用它综合分析业务量(或产值)、成本(或生产费用)与盈亏之间的关系,从而采取最有利的方案,力求以最小的生产耗费,获得较好的经济效果,这是全体职工深切关心
Our factory is a professional factory that produces gear spline shafts for agricultural machinery. With the adjustment of the national economy, the agricultural machinery industry encountered temporary difficulties and the task was seriously inadequate. In 1980, the country’s production task (output value) was only 6.11 million yuan, less than the actual 30% in the previous year, and it is expected to lose 1.85 million yuan. Since 1981, the superiors have not given production tasks, and only issued financial year-round indicators for the financial year - a profit of 100,000 yuan. This situation is even more serious. As a comprehensive management department, the financial department has accumulated various data concerning production costs and operating results during the production and operation process, and used it to comprehensively analyze the volume of business (or output value), cost (or production cost), and profit and loss. In order to take the most favorable solutions and strive to achieve better economic results with minimal production costs. This is a deep concern for all employees.