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“六大工程系列营运模式”是成都铁路局为医治国企体制不顺、管理粗放、后续乏力痼疾,围绕“多元化经营、一体化管理”战略,致力精心、严密地构筑并实施“观念更新工程”、“机制转换工程”、“窗口革命工程”、“科技兴企工程”、“新经济增长点开发工程”、“职工生活奔小康工程”的总称;是遵循系统管理原理,驱动生产力要素优化配置、重组的一种有广度、有深度、有特色、有突破的全新现代管理方法。 该法的科学性、先进性、创新性、实效性突出地表现在:从根本上改变了观念陈旧、市场反映迟缓、营销服务质量滞后,造成客流、货源不足的积弊,一步一个新台阶、高起点地实现了成铁局从减亏、扭亏到盈利的“质”的跨越:1996年消化了1995年2.6亿元超支挂账的前提下,比1995年减亏10.7亿元,1997年实现一体化考核利润44867万元,在全国铁路系统树立了第一面扭亏为盈的大旗;1998年再创佳
The “Six Projects Series Operation Mode” is a strategy of “diversified management and integrated management” put forward by Chengdu Railway Bureau for the purpose of treating unscrupulous state-owned enterprises, extensive management and follow-up of the state-owned enterprises. It is committed to building and implementing the Concept Renewal Project “” Mechanism transformation project “,” window revolution project “,” science and technology enterprises “,” new economic growth point development project “,” workers living well-being projects “; is to follow the principle of system management, driving productivity optimization Configuration, reorganization of a breadth, depth, distinctive, a breakthrough in the new modern management methods. The scientific, advanced, innovative and practical results of the Law are prominently manifested in that it has fundamentally changed the long-established concept of the market, the slow market response, the lag in the quality of the marketing service, the accumulated disadvantages of passenger flow and inadequate supply, and a step toward a new starting point To achieve the Iron and Steel Bureau from loss reduction, losses to profitability of the ”quality" of the leap: in 1996 to digest the 1995 260 million yuan overhang under the premise of a debt reduction of 1.07 billion yuan compared with 1995, in 1997 to achieve integration assessment of profits 44,867 In the national railway system, this project set the first goal of turning losses into profits;