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蚌埠纺织装饰品厂在“对外开放,对内搞活”的新形势下,积极改革,努力转轨变型,加强财务管理。1985年在厂内推行计件工资制,1988年实行了以利润为龙头的近期目标管理责任制,经济效益连续两年大幅度增长,去年实现利润52.4万元,比1985年增长73.3%。最近,我慕名走访了该厂厂长夏明琪同志(现调任厂党委书记),请他谈谈作为厂长是怎样支持财会工作的。他略加思索后说,供、产、销、财是企业经营管理的四大支柱,财务工作的好坏,对于企业的生存和发展起着重要的作用。接着,他谈了以下
Under the new situation of “opening to the outside world and invigorating the domestic market”, Bengbu Textile Ornament Factory has been actively reforming, making efforts to transform itself and to strengthening its financial management. In 1985, the Company implemented the piece-rate wage system in the factory. In 1988, it implemented the profit-oriented responsibility system for immediate target management. Its economic efficiency increased substantially for two consecutive years. Last year, it achieved a profit of 524,000 yuan, an increase of 73.3% over 1985. Recently, I paid a visit to Comrade Xia Mingqi (now transferred to the party secretary of the factory) of the plant and asked him to talk about how the factory manager can support the accounting work. After thinking for a moment, he said that supply, production, marketing and finance are the four pillars of business management. The financial work is good and bad for the survival and development of the enterprise. Then he talked about the following