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河北宏远玻璃棉制品有限公司系中型一级企业,去年在党的十五大精神指引下,紧紧围绕以提高企业经济效益为中心,以机制改革为动力,以营销市场化为重点,以强化管理为突破口,扎实工作,克服了重重困难,使企业呈现出良好的发展势头,各项经济指标均有较大幅度提高。玻璃棉制品产量由1997年的2016吨提高到3312吨,增长64.3%;玻璃棉制品销售量由1997年1386吨提高到2744吨,增长98%;工业总产值由1997年的2938万元提高到3602万元,增长22.6%;实现销售收入由1997年的1208万元提高到1939.2万元,增长60.5%,实现利税由1997年的244万元提高到364万元,增长49.2%。适应市场需要改革企业机制。为使企业在市场竞争中立于不败之地,我们对企业管理机制进行改革。1、改革用人机制。按照“减员增效、竞争上岗、下岗分流”的原则,根据生产经营的需要对职工进行了定岗、定员、考试、考核竞争上岗;中层以上管理人员在民主评议、综合评定的基础上,实行聘任制,提高了领导干部队伍的素质,调动了干部职工的积极性。2、改革分配机制。按照责、权、利相结合的原则,打破了一直困扰着企业发展的旧的工资模式,建立了新的工资分配制度。中层以上干部实行年薪制,职工实行岗位月工资制,各单位实行工资总额包干制。单位领导有权根据本单位职工的工作能力和具体表
Hebei Hongyuan Glass & Cotton Products Co., Ltd. is a medium-sized first-class enterprise. Last year, under the guidance of the Party’s 15th National Congress of the Communist Party of China, it focused on improving the economic efficiency of enterprises, focusing on institutional reforms, and focusing on marketing and marketing. Strengthening management as a breakthrough, working hard, overcoming difficulties, making the company show a good momentum of development, all economic indicators have been greatly improved. The production of glass wool products increased from 2016 tons in 1997 to 3,312 tons, an increase of 64.3%; the sales volume of glass wool products increased from 1,386 tons in 1997 to 2,744 tons, an increase of 98%; the total industrial output value increased from 29.38 million yuan in 1997 to 36.02 million yuan, an increase of 22.6%; sales revenue from the 12.08 million yuan in 1997 to 19.392 million yuan, an increase of 60.5%, and profits and taxes from 244 million in 1997 to 3.64 million yuan, an increase of 49.2%. Adapting to the market needs to reform enterprise mechanisms. In order to make the company invincible in the market competition, we will reform the enterprise management mechanism. 1. Reform of the employment mechanism. In accordance with the principle of “reducing staff and increasing efficiency, competition for posts, and diversion of laid-off workers”, employees are given posts, staffing, examinations, and competitions according to the needs of production and management; and middle-level and above management personnel are on the basis of democratic appraisal and comprehensive assessment. The implementation of the appointment system has improved the quality of leading cadres and mobilized the enthusiasm of cadres and workers. 2. Reform of the distribution mechanism. In accordance with the principle of combining responsibility, power, and interest, the old wage model that has plagued the development of enterprises has been broken and a new wage distribution system has been established. The middle-level and above cadres implement the annual salary system, the employees implement the monthly salary system, and all units implement the total wage and contract system. The unit leader has the right to work according to the work ability and specific form of the employees of the unit.