我厂于1982年建厂,由于管理不得法,经济效益一直不高。1988年,我们设计、试行了将产品产量、质量、材料消耗、设备维护保养等指标货币化后综合考核,使生产工人的劳动报酬与指标完成的好坏相联系的“透明工效管理法”,充分调动了职工的积极性和创造性,经济效益也大幅度提高。1988年产值、利润、销售收入分别比上年同期增长37％、60％和33％,人均创利2,561元, Our factory was built in 1982. Since the management is not law, the economic efficiency has not been high. In 1988, we designed and piloted a “transparent ergonomics management law” linking the indicators of product output, quality, material consumption, equipment maintenance and other indicators to monetization, linking production workers’ remuneration and indicators to completion. Fully mobilized the enthusiasm and creativity of employees, and the economic benefits have also been greatly improved. In 1988, the output value, profit, and sales revenue increased by 37%, 60%, and 33% respectively over the same period of the previous year, and the average profit per person was 2,561 yuan.