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1993年4月,我们局属19个企业中有12个亏损,潜亏总额上亿元,亏损面达63％。沉重的债务、人员包袱压得领导喘不过气来,使一些厂长成了应付经济纠纷、处理债务、接待上访告状职工的“救火队长”。就在企业举步维艰、困难重重的情况下,我带着“为官一任,振兴一方”的责任愿望,接下了工厂管理局局长这副重担。我想,国有企业的亏损虽是计划经济向市场经济转变初始阶段必然产生的社会客观现象,但任何事物的存在与形成都不是一成不变的,一切矛盾都会依据一定的条件向它们的反面转化。客观事物静止不变是暂时的,相对的;事物运动发展是永恒的,绝对的。因此,我对克服企业面临的困难抱有信心。 上任伊始,我利用两个多月的时间,走遍东三省局属各个企业调查研究,经过解剖“麻雀”发现,同一类亏损企业形成的原因是不尽相同的。既有思想观念陈旧、机制不活、改革不到位的问题,也有经营管理不善,造成跑、冒、滴、漏的问题;既有产品单一老化的问题,也有技术改造滞后的问题;既有历史遗留问题,也有领导班子精神状态欠佳的问题。面对这种状况,我认为不能指望用一剂药方把所有企业亏损的病治好,必须因企制宜,对症下药,分类指导。从企业一回来,我就组织局常委党委和机关干部进行集体“会诊”,一个企业一个企业地“梳辫子”
In April 1993, 12 out of 19 companies in our bureau had losses, with a total loss of 100 million yuan and a loss of 63%. The heavy debts and burdens on the leaders led to the leaders’ suffocating and made some managers become “firefighter captains” who deal with economic disputes, handle debts, and receive complaints from employees. As the company struggled with difficulties and encountered difficulties, I took the responsibility of the responsibility of “reserving one’s office and rejuvenating the other” and took over the responsibility of the Director of the Plant Administration Bureau. I think that the loss of state-owned enterprises is an objective social phenomenon that will inevitably occur in the initial stage of the transition from a planned economy to a market economy. However, the existence and formation of any thing are not immutable, and all contradictions will be transformed to their opposites based on certain conditions. The immobility of objective things is temporary and relative; the development of the movement of things is eternal and absolute. Therefore, I have confidence in overcoming the difficulties facing companies. At the beginning of my term of office, I spent more than two months walking through the surveys and investigations of various subsidiaries of the three provinces in East China. After dissecting “sparrows”, the reasons for the formation of the same type of loss-making enterprises were not the same. There are problems with outdated ideas, inactive mechanisms, and inadequate reforms. There are also problems of running, running, dripping and leaking due to poor management. There is a problem of monotonous aging of products and lagging technological transformation. Leftover issues also have problems with the leadership’s mental state. In the face of this situation, I think we cannot expect to use a single dose of medicine to cure all diseases that are at a loss to the enterprise. Upon returning from the company, I conducted a collective “consultation” on the party committee and agency officials of the Standing Committee of the Organization Bureau.