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笔者从事园艺产业多年,先在一家园艺公司分管草花制种,干得很顺利,使制种量从年产几十千克很快上升到年产3000～5000千克。后公司又让我分管康乃馨种苗生产,原因是其供不应求,公司需要大幅度降低废品数量,从而提高产品产量。这个过程中,固定成本不变,可变成本中的广告、销售、农资等费用不变,关键在于劳动成本和劳动生产率的改变。鉴于此,我对康乃馨种苗生产作业的各个环节进行了认真分析,对劳动管理做出了确定性的决策。
I worked in the horticulture industry for many years, first in a horticultural company in charge of flowering, dry well, so that the amount of seeding from an annual output of tens of kilograms quickly rose to an annual output of 3000 to 5000 kg. After the company let me carnation seed production, because it is in short supply, the company needs to significantly reduce the amount of waste, thereby enhancing product output. In this process, the fixed costs remain unchanged, and the costs of advertising, sales and agricultural materials in variable costs remain unchanged. The key lies in the changes in labor costs and labor productivity. In view of this, I have carefully analyzed all aspects of the production of carnation seedlings and made certain determinations on labor management.