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哈尔滨锅炉厂是以生产电站锅炉及配套辅机、阀门和石油化工容器为主的大型骨干企业,1987年,首批进入国家二级企业,成为我国电工行业和省、市的第一家国家级企业;1988年,又首批获得了国家一级企业称号。在企业升级工作中,我们始终抓住了增加经济效益这根主线,使企业升级落到了实处,收到了显著的效果,1985年至1988年,人均利税年均递增34％,全员劳动生产率年均递增34.3％。一、深化配套改革,增强企业活力企业的管理体制和机构决定着企业的运行效率和经济效益,因此,既要保持相对稳定,又要在外部环境发生重大变化时,不失时机地进行改革调整。我们根据经营形势的变化,先后两次调整了企业内部机构。一是按照“精简上层、加强分厂、简政放权、不讲排场”的16字方针,将原来的21个车间组建成18个三种类型的分厂。一类是以利润为中心的经营性分厂,实行独立经营,独立核算,自计盈亏,超利润分成办法。二类以成本责任为中心的生产型分厂,这类分厂在确保完成工厂任务的前提下,可以自揽任务,实行获利分成办法。三类是以降低生产等费用为中心
Harbin Boiler Works is a large-scale backbone enterprise mainly engaged in the production of power station boilers and supporting auxiliary engines, valves and petrochemical containers. In 1987, it first entered the national secondary-level enterprises and became China’s electrical industry and the first national level of provinces and cities. Enterprises; In 1988, the first batch of enterprises won the title of the national first-class enterprises. In the enterprise upgrading work, we have always grasped the main line of increasing economic efficiency, which has brought about significant results in upgrading the enterprise. From 1985 to 1988, average annual profits and taxes increased by 34%, and the total labor productivity year Increased by 34.3%. I. Deepening supporting reforms and enhancing enterprise vitality The enterprise’s management system and institutions determine the operational efficiency and economic efficiency of enterprises. Therefore, it is necessary to maintain relative stability, and also to make timely adjustments in the event of major changes in the external environment. According to changes in the operating situation, we have adjusted the internal organizations of the company twice. First, in accordance with the 16-character principle of “reducing the upper level, strengthening the branch, deregulating power, and not arguing,” the original 21 workshop groups will be built into 18 three types of plants. One type is a profit-centered operating branch, which implements independent management, independent accounting, self-planning profit and loss, and hyper-profit sharing. The second type is the production-oriented branch centered on cost responsibility. Under the premise of ensuring the completion of the factory’s tasks, this type of branch can take over the tasks and implement the profit-sharing scheme. The third category is centered on reducing production costs