我厂自1972年建成投产以来,经过几次技术改造,不断加强企业管理,经济效益有了明显提高。1983年,在缺电和进行技术改造,少生产两个多月的情况下,产量、消耗、成本、利润都超过了本厂历史最好水平,人平提供利润2,862元。小氮肥要想取得好的经济效益,三分靠技术,七分靠管理,实践证明这是正确的。下面是我厂加强财务管理的情况: 加强对财务工作的领导财务部门是企业的综合部门,涉及国家、企业和职工个人的切身利益,不仅部门之间往往扯皮,有时和领导也有矛盾。因此,总是有人对财务部门埋三怨四。要建立和执行一项新制度,往往难以顺利执行。如果企业领导不支持、不重视,财务工作是无法搞好的。为了切实加强对财务工作的领导, Since our plant was completed and put into production in 1972, after several technological transformations and continuous strengthening of enterprise management, the economic benefits have been significantly improved. In 1983, in the absence of electricity and technological transformation, and less than two months of production, production, consumption, cost, and profit exceeded the best level in the history of the plant, and Renping provided a profit of 2,862 yuan. For small nitrogen fertilizers to achieve good economic returns, three points rely on technology and seven points on management. Practice has proved that this is correct. The following is the situation that our factory strengthens the financial management: Strengthen the leading financial department of the financial work is the comprehensive department of the company, involving the vital interests of the country, the enterprise and the worker personally, not only the departments often wrangling, sometimes also has the contradiction with the leader. Therefore, there are always people who complain about the financial department. To establish and implement a new system, it is often difficult to implement it smoothly. If business leaders do not support or pay attention, financial work cannot be done well. In order to effectively strengthen the leadership of the financial work,