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白银公司动力厂抓住转换经营机制这个关键,从1992年9月起,选择电修、机修两车间先行一步,按“老厂分办”原则大胆改革,走出了一条人员分流,结构调整的成功之路。不到一年时间,这两个车间已分别扭转长期亏损局面,初步实现了内部模拟法人自主经营、自负盈亏的良性循环。职工群众普遍反映,动力厂在电修、机修的改革是上合政策,下合厂情,与市场接轨,有自己特色。
Since September 1992, the power plant of Silver Company has seized the key point of transformation management mechanism. Since September 1992, it has taken the first step in the field of electrical repair and machine repair, and has boldly reformed according to the principle of “dividing the old factory into units,” and has stepped out of the success of diversion and structural adjustment the road. In less than a year, the two workshops have respectively reversed the long-term loss situation and initially realized the virtuous circle of self-management and self-financing of the internal legal person. Workers generally reflect the masses, power plant in the electrical repair, mechanical repair is the policy of cooperation, under the conditions of a factory, with the market, have their own characteristics.