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我们是县办小钢铁厂,一般都是以面向市场为主,生产任务主要靠组织来料加工,国家计划很少(仅占炼钢生产能力的二分之一),轧材原料本身全年只有三万来吨,而两个轧材车间全年所需原料五、六万吨,空缺二、三万吨。在这种情况下应该采用什么对策,才能使我们这些小钢铁摆脱困境,站稳脚跟,扬长避短,发挥优势?我们在改善企业的经营管理方面,主要做了以下三个方面工作: 1.改善经营,做活生意,拓宽来料加工渠道。我们这些小钢铁生产,从一定角度上来
We are small iron and steel factory county, are generally oriented to the market, the main production tasks rely on the organization of processing, the state plans rarely (only half the capacity of steelmaking), rolled material itself throughout the year Only thirty thousand tons, while the two rolling stock workshop annual supply of 50,000 tons of raw materials, vacancies two or three million tons. In this case should adopt what measures to make our small steel out of the woods, gain a firm foothold, avoid weaknesses, give full play to advantages? We improve the business management, has done the following three aspects: 1. To improve the management , Do live business, broaden the processing channels. Our small steel production, from a certain point of view