新港乡砖瓦厂现有26门轮窑一座,土窑三座,固定资产113.5万元,流动资金56.78万元。该厂从1984年以来,有重点地改革管理制度和分配制度,促进了生产发展,增加了经济效益(人均收益1,239元)连续两年被评为县先进集体。该厂主要做法是: (一) 层层分解经济指标,定期考核,超利受奖。年初,该厂根据乡工业公司下达的各项经济指标,进行层层分解,归口分级管理,并实行定人员、定工资、定产量、定产值、定利润、定成本和超利分成(车间得税后的70％)办法。把任务从车间落实到班组、个人,按季、按月、按日明确奋斗目标,每月考核,及时兑现。 (二) 挖掘潜力,增收节支。(1) 制订了用泥、用煤、用电、用料、用工等定额指标。(2)实行半成品内部有偿转移办法。即制坯车间制出的砖坯,通过验收合格,清点数量后,转卖给轮窑车 Newport Township brick factory existing 26 round kilns, three kilns, fixed assets 1.135 million yuan, working capital 567,800 yuan. Since 1984, the factory has focused on the reform of the management system and distribution system, promoted the development of production and increased the economic benefits (per capita income of 1,239 yuan) for two consecutive years as the advanced county collective. The main approach of the plant is: (A) decomposition of economic indicators at different levels, regular assessment, super profit awards. At the beginning of the year, according to the various economic indicators issued by the township industrial companies, the factory carried out various levels of management, centralized management, fixed personnel, fixed salary, fixed output, fixed profit, fixed cost and super profit share After-tax 70%) approach. The task of implementation from the workshop team, individuals, quarterly, monthly, daily by a clear goal, monthly assessment, timely cash. (B) tap the potential to increase revenue and reduce expenditure. (1) The development of mud, coal, electricity, materials, labor and other quotas. (2) The implementation of the internal transfer of semi-finished products paid. That is, the billet made from the billet workshop passes the inspection and acceptance and the quantity is counted and resold to the wheel car