论文部分内容阅读
甘肃省刘家峡化肥厂、盐锅峡化工厂和兰州化纤厂都是文化革命中建成投产的。由于懂管理、懂生产的内行少,形不成组织生产的强有力的领导核心,管理也非常混乱,管理机构和制度很不健全,无章可循的现象普遍存在,致使刘化和盐化厂年年亏损。刘化厂投产八年亏损八年,累计亏损五千多万元,接近于该厂的建厂投资;盐化厂投产九年亏损九年,累积亏损近一千七百万元,相当于赔掉了半个厂。化纤厂也产量减少,质量下降,消耗增高,一九七八年同历史上最好的一九七四年相比,产量下降了百分之三十一,毛条和短纤成本分别上升了百分之十
Liujiaxia Fertilizer Plant, Yanguoxia Chemical Plant and Lanzhou Chemical Fiber Plant in Gansu Province were all completed and put into production during the Cultural Revolution. As there are few internal managers who understand management and understand production, they do not form a powerful leadership core for organizational production, management is also very confusing, management institutions and systems are not perfect, and there is no rule-based phenomenon, resulting in Liu Huahe Salt Chemical Factory. Losses year after year. The Liuhua plant has been operating for eight years in eight years, resulting in a cumulative loss of more than RMB 50 million, which is close to the plant’s investment in the plant; the salt plant was put into production for nine years with a loss of nine years and accumulated losses of nearly 17 million yuan, equivalent to compensation. Half the plant was lost. The output of chemical fiber plants also decreased, their quality decreased, and their consumption increased. Compared with the best in history in 1978, the output of chemical fiber factories decreased by 31%, and the cost of tops and staple fibers increased by 100%. Tenths