我公司原属电子部电子机械专用设备生产厂,是典型的多品种、单件、小批量生产企业。我们的产品(如彩色显象管生产线等)有着巨大的社会经济效益,而自身的经济效益甚微。1994年初,我们从国有企业转换为股份制企业,实现了经营机制的第一步转化。接着公司又提出了调整产品结构的决策,针对有市场前景的产品多做工作,在批量上形成规模,质量上上档次。经分析,确定以真空获得设备为突破重点,我公司是国内第一家生产真空泵的厂家,目前国内生产低真空到高真空系列产品的企业也仅我们一家,市场有较大的需求量。过去此类产品的产值不足公司总产值的1/5,为了占领更广泛的市场,据此公司提出了〈泵王规划〉,规划要求1995年此类产品的产值应占公司总产值的1/3,1996年要求达到1/2。公司所属真空获得设备分厂人员仅占全公司人员总数的1/15。要在人员,设备都不作大的调整变动的情况下,目前的生产 Our company originally belonged to the electronics department of electronic machinery special equipment production plant, is a typical multi-variety, single-piece, small-volume production enterprises. Our products (such as color picture tube production lines, etc.) have enormous social and economic benefits, and their own economic benefits are minimal. In early 1994, we switched from a state-owned enterprise to a joint-stock enterprise and realized the first transformation of the operating mechanism. Then the company also proposed a decision to adjust the product structure, to do more work for products with market prospects, to form a scale on the volume, quality up grade. After analysis, it is determined that the vacuum-recovery equipment is the breakthrough point. Our company is the first domestic manufacturer of vacuum pumps. At present, there are only companies in China that produce low-vacuum to high-vacuum products, and the market has a large demand. In the past, the output value of such products was less than one-fifth of the company’s total output value. In order to occupy a wider market, the company proposed the “Pump King Planning”. The plan requires that the output value of such products should account for 1/1 of the company’s total output value in 1995. 3, 1996 requirements reached 1/2. The company’s vacuum-assisted equipment factory personnel accounted for only 1/15 of the company’s total personnel. In the absence of major changes in personnel and equipment, the current production