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一、基本情况汾西矿务局战线长、条件差、包袱重,在山西统配六局中是个小局、穷局。现有的六个矿八对井,其中有两个矿已步入报废期,资源枯竭,产量萎缩,营业外支出增加,企业负担十分沉重。加之“七五”期间汾西局没有新井建设,造成矿井衔接困难,企业没有生产后劲。面对这一系列的问题,汾西局及时调整产业产品结构,从本局的实际情况出发,提出了“全民煤电化,集体农工商”的经营战略,充分发挥全民、集体和个人三个方面的积极性,抓好三个主体,从而结束了产品结构单一的旧格局,使企业走上了“以煤为主,多种经营,综合发展”的新路子。这个曾在解放初期就开
First, the basic situation Fenxi Mining Bureau front, conditions are poor, heavy burden, in the six in Shanxi unified government is a small bureau, poor bureau. The existing six mine eight pairs of wells, of which two have entered the obsolete mining, depletion of resources, shrinking production, operating expenses increased, the burden on enterprises is very heavy. In addition, during the “Seventh Five-Year” period, there is no new well construction in Fenxi West Bureau, resulting in difficulty in connecting the mines and no production potential in enterprises. Faced with this series of issues, Fenxi Bureau timely adjust the industrial product structure, starting from the actual situation of this Council, put forward the business strategy of “universal coal power, collective farming, industry and commerce”, give full play to the people, collectives and individuals in three aspects Enthusiasm and do a good job in the three main bodies, thus ending the old structure with a single product structure and enabling the enterprise to embark on a new path of “coal-based, diversified management and comprehensive development”. This was opened early in the liberation