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我公司自1994年提出并实施“规模效益、管理效益、技术效益一齐要”的方针以来,无论在生产规模、管理、技术上都有长足的发展,但同时也面临内部成本上升、外部市场疲软的双重压力,经济效益仍然不很理想。1995年开始,我们下力气抓成本管理,并严格项目成本管理,把它当作正本清源的企业管理的关键,当作落实“两个转变”的重要举措之一。 一、强化全员成本意识 企业管理的强化离不开职工思想认识的提高。当刚刚提出严格项目成本管理的设想时,不少职工认为“承包了,我们怎么干上面不要管”,有的说“效益是干出来的”等等,针对
Since our company introduced and implemented the principle of “scale efficiency, management efficiency, and technical benefits” in 1994, we have made great progress in terms of production scale, management, and technology, but at the same time, we are also facing rising internal costs and weak external markets. The dual pressures are still not very satisfactory. Since 1995, we have devoted great efforts to cost management and strict project cost management. We regard it as the key to original corporate governance and are considered as one of the important measures for implementing the “two changes”. First, to strengthen the awareness of full-cost staff The strengthening of enterprise management can not be achieved without the improvement of the staff’s ideological understanding. When the concept of strict project cost management was just put forward, many workers thought that “when contracted, how do we not do the above,” and some said that “effectiveness is dry out” and so on.