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太原重型机器厂根据1982年初统计,产品任务只有一万多吨,尚不足生产能力的二分之一。负责大型加工的两个车间的生产任务更少,按匡算,两个车间很难改变全年亏损局面。厂里经过研究,决定改革: 1、以两个车间作为联合体,下达利润指标,采取“联利计奖”办法,以完成利润指标的好坏,作为提取奖金的依据,多完成多得奖,少完成少得奖。凡属于为厂内机器产品生产的半成品(以交库数为准),按厂内结算价减去实际成本的差额作为利润;凡是两个车间完成最后工序,可以外售的产品(包括劳务),则按产品的实际售价减去税金和实际成本(包括企业管理费)的余额作为利润。
Taiyuan heavy machinery factory according to the statistics of early 1982, the product task is only more than 10,000 tons, is still less than half of the production capacity. The two workshops responsible for large-scale processing have fewer production tasks. According to the calculation, it is difficult for the two workshops to change the annual loss situation. After the research in the factory, it was decided to reform: 1. Take the two workshops as a united body, release profit indicators, and adopt the “Uniquity and Benefits Award” method to complete the profit index. As a basis for the withdrawal of bonuses, multiple awards are awarded. , less completed less award. For the semi-finished products that are produced for the in-plant machinery products (based on the number of stocks delivered), the difference between the factory’s settlement price minus the actual cost is deemed as profit; any product (including labor service) that can be sold out if the two workshops complete the last process , then the actual price of the product minus the balance of taxes and actual costs (including corporate management fees) as a profit.