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我矿为一小型采选(制肥)联合企业。因原矿品位低,管理不善等故,曾连年亏损。1978年磷精矿成本高达220元/吨,磷肥成本达210元/吨,每吨磷肥要亏损80多元,以致一度停产,1979年初,根据县委有关“磷矿恢复生产”,“磷肥要在调整中前进”的指示,我们努力加强企业管理,取得了良好经济效果。具体做法是:(1)精兵简政,搞好定员:如将原有职工263人压缩至130人(其中行政人员由27人减至10人),取消五股一室,由矿长直接搞好管理人员的定员,(2)加强定额管理,实行成本包干:如按工种制订了消耗、产量定额,以及劳动定员、工
Mine is a small mining (fertilizer) joint ventures. Due to the raw ore grade is low, poor management, etc., have suffered losses year after year. In 1978, the cost of phosphate concentrate was as high as 220 yuan / ton, the cost of phosphate fertilizer was 210 yuan / ton, and the loss of more than 80 yuan per ton of phosphate fertilizer caused the production to be discontinued. In early 1979, according to the county’s “Phosphate Recovery Production” Advance in the "direction, we work hard to strengthen business management and achieved good economic results. The specific practices are: (1) Elaborate and conscientious, do a good job: If the original staff compressed 263 to 130 (including administrative staff from 27 to 10), abolished five shares of a room, directly managed by the mine manager Personnel, (2) to strengthen the quota management, the cost of implementation of dry: If the type of work developed consumption, production quotas, as well as work capacity, labor