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1995年下半年,我厂掀起了“学邯钢、降成本、增效益”活动,并决定以产品制造工艺相对较稳定的铸造分厂为试点单位,推行模拟市场的核算办法,实行成本否决制的考核制度,取得了实效。今年1季度使铸件的单位成本降低了300元左右,增效60万元,为我厂进一步学邯钢、降成本起到了典范作用。这一成绩的取得是铸造分厂全体职工转变观念和挖潜的结果,是技术人员攻关、大胆探索,积极采用新方法、新措施,把管理工作落到实处的具体体现。我们的具体措施是:
In the second half of 1995, our factory set off a “study of steel, reduce costs, increase profitability,” and decided to use a foundry branch with a relatively stable product manufacturing process as a pilot unit, and implement a simulation market accounting method. The veto system has achieved practical results. In the first quarter of this year, the unit cost of the castings was reduced by about 300 yuan, and the efficiency was increased by 600,000 yuan, which played a role in helping our factory further learn about steel and reduce costs. The achievement of this achievement is the result of the transformation of concepts and potential of all employees in the foundry branch. It is a concrete embodiment of technical personnel working on problems and exploring boldly, actively adopting new methods and measures, and putting management work into practice. Our specific measures are: