攀钢机制公司是西南地区最大的冶金机械企业,1994年以前,企业下属三个分厂均存在亏损,当年,组建了公司新一届领导班子。几年来,公司党政一班人积极探索适应企业发展的新机制,紧密围绕扭亏增盈,强化党组织的政治核心作用,促使企业当年净减亏726万元,第二年初步盈利,第三年盈利1189万元,并且有40％的产品销往攀钢以外的市场。取得这些成绩的根本原因在于公司党委坚定不移地抓了干部的观念转变,坚定不移地参与企业重大问题的决策,坚定不移地依靠职工办好企业。 深化理论学习,让各级干部的思想和行动贴近市场。公司地处攀西裂谷,受地理条件限制以及传统管理模式的制约,干部的市场意识淡薄,下属三个分厂原属 Panzhihua Iron and Steel Machinery Co., Ltd. is the largest metallurgical machinery enterprises in southwest China. Before 1994, all three branches of the Company suffered from losses. In the same year, a new leadership of the Company was formed. In the past few years, a group of party and government leaders of the Company actively explored new mechanisms to adapt to the development of the enterprise, closely revolved around turning losses into profits and strengthening the political core role of the party organizations, prompting the enterprises to reduce net losses by 7.26 million yuan, making initial profits for the second year and third years Profit 11.89 million yuan, and 40% of the products are sold outside the market of Panzhihua Iron and Steel. The fundamental reason for these achievements is that the Party committees of the Company firmly grasp the concept of cadres, firmly participate in making decisions on major issues of the enterprise, and unswervingly rely on the workers to run enterprises. We will deepen theoretical study so that the thinking and actions of cadres at all levels can be brought close to the market. The company is located in the Panxi Rift Valley, subject to geographical constraints and the traditional management constraints, weak market awareness of cadres, under the original three branches