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我厂是1982年存汽车配件三厂的基础上发展起来的集体所有制企业,主要生产不锈钢厨房设备及各种汽车配件。由于我们眼睛向内,注重内部挖潜,实行职工集资的办法,扩大了生产能力,实现了三同步增长。1985年完成产值比1984年翻一番,实现利润比1984年翻两番。我们的主要做法是: 一、抓主要矛盾,走集资之路一个好的企业和领导班子不但要看到工厂的大好形势和有利因素,还要正视困难、分析问题、解决矛盾,才能促进生产发展。我们在工作中就遇到了“四多、四少”的矛盾。 1、生产任务多、厂房面积少不锈钢厨房设备是1982年从日本引进的新产品,它以特有的光亮、美观、清洁和耐腐蚀而越来越受到用户的欢迎,畅销省内外。而要想满足市场的需要,就必须扩大生产。然而,1983年我厂生产厨房设备的车间只有300平方米,使生产能力受到了限制,当时的生产利用率只达到50％,许多订货合同眼睁睁地丢掉了。
Our factory is a collective-owned enterprise that was developed on the basis of the third factory of auto parts in 1982. It mainly produces stainless steel kitchen equipment and various auto parts. Due to our eyes inwards, we paid attention to internal potential exploration and implemented the methods of employee fund-raising, expanded our production capacity, and achieved three simultaneous growth. The output value was doubled in 1985 compared with 1984, and profits were quadrupled compared to 1984. Our main approach is: First, grasp the main contradiction and take the road of fund raising. A good company and leading group must not only see the excellent situation and favorable factors of the factory, but also face up to difficulties, analyze problems, resolve conflicts, and promote the development of production. . We encountered the contradiction of “more than four, four fewer” in our work. 1. More production tasks and less plant area Stainless steel kitchen equipment is a new product imported from Japan in 1982. It is more and more popular with users due to its unique light, beautiful appearance, cleanliness and corrosion resistance. It is sold well both inside and outside the province. To meet the needs of the market, it is necessary to expand production. However, in 1983, our factory had only 300 square meters of workshops for the production of kitchen equipment, which limited our production capacity. At the time, the production utilization rate was only 50%, and many order contracts were lost.