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焦作矿务局建安总公司加工厂担负着本公司木、钢门窗制作和机电安装等生产任务。近几年来,由于基建项目紧缩,任务不足,加上建筑产品价格同价值严重背离,使该厂多年来未能突破百万元产值大关,且不能盈利。自从1983年起开展班组经济活动分析以后,改进了经营管理,使这个厂的年产值连年增长,经济效益不断提高,1987年实现利润11万多元,成为6个内部核算单位中仅有2个盈利单位之一。1988年该厂又完成了5.40万元的内部利润指标。今将主要做法介绍如下: 1、建立经济活动分析会制度。每月4日前写
Jiaozuo Mining Bureau Jian’an Corporation’s processing plant is responsible for the company’s wood, steel doors and windows production and mechanical and electrical installations and other production tasks. In recent years, due to the tightening of infrastructure projects and the lack of tasks, coupled with the serious departure from the value of construction products, the plant has failed to break through the million-dollar production value for many years and it has not been profitable. Since the analysis of the economic activities of the team since 1983, the company has improved its management and management so that the annual output value of this plant has increased year after year, and the economic benefits have been continuously improved. In 1987, the company realized profits of more than RMB 110,000 and became only two of the six internal accounting units. One of the profit units. In 1988, the factory completed an internal profit index of RMB 54 million. Here are the main practices to be introduced as follows: 1. Establish an economic activity analysis system. Write before 4th of every month