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决策对头出效益湖南衡阳建湘柴油机厂是一个生产柴油机近30年的老厂,前几年因任务严重不足,曾一度由年盈利200多万元变为年亏损100多万元。在巨大的压力下,该厂决定在1983年着重抓责任制,对内挖潜,对外搞活,原材料涨价节约补,主机任务不足门市业务补,产品价格下浮,降低成本来补,并把奖金与责任制挂钩。凭着这个决策性大计,调动了广大职工的积极性,全厂干部、职工的思想和行动被引导到扭亏增盈方面来了。该厂确定1983年目标产值1,430万元,目标成本降低额87万元,目标利润为不亏不盈。同时,把产值、产量、成本、质量、能耗、费用等目标层层分解,使各职能部门有分目标,各车间有小目标,各岗位有细目标,形成一个纵横交错的目标管理体系。执行结果,1983年工业总产值完成1,443万元,超过目标0.91％,成本降低额99万元,比目标超降13.8％,实现利润5.9万元。全面完成全厂的总目标。加强核算出效益过去,这个厂各车间相互提供劳务和半成品不
Decision-making benefits for the first time Hunan Hengyang Jianxiang Diesel Engine Factory is an old factory that produces diesel engines for nearly 30 years. Due to severe shortage of tasks in previous years, it once turned from an annual profit of more than 2 million yuan to an annual loss of more than 1 million yuan. Under great pressure, the factory decided to focus on the responsibility system in 1983, tapping potential, invigorating externally, saving raw material prices, making up for shortages of mainframe tasks, lowering product prices, lowering costs and making up for bonuses. Linked to the responsibility system. With this decision-making plan, the enthusiasm of the broad masses of employees was mobilized, and the cadres and staff of the entire factory were led to the idea of turning losses and gains. The plant determined the target production value of RMB 14.3 million in 1983, the target cost reduction of RMB 870,000, and the target profit was no loss or surplus. At the same time, the target values of output value, output, cost, quality, energy consumption, and cost are decomposed, so that each functional department has sub-targets, each workshop has small goals, and each position has detailed goals, forming a criss-cross target management system. As a result of the implementation, in 1983, the total industrial output value reached 14.43 million yuan, exceeding the target of 0.91%, the cost reduction of 990,000 yuan, 13.8% over target, and a profit of 59,000 yuan. Complete the overall goal of the whole plant. In the past, the labor and semi-finished products of each workshop in this factory were not