西安市一轻局长时期以来有一些“既死不了,也活不旺”的企业,西安灯泡厂过去就是这一类比较典型的一个。这个企业没有活力的根本症结,在于企业内部“分配机制不良”。后来这个厂制定了一整套以经济责任制为主的多种形式的内部分配制度,决定在灯泡产量、质量关键的卡脖子工序——泡壳车间,实行产量、质量、消耗同步考核的全额计件工资制,有效地调动了职工的生产积极性,泡壳成品率一下子比过去提高20%以上。同时,他们又在装配车间、供销部门实行了承包奖励制。这样,两年多来,厂的设备人 Since the time of Xi’an Yiqing Bureau Chief, there have been some enterprises that could neither “live nor live”. Xi’an Light Bulb Factory used to be a typical one of this type. The root cause of this company’s lack of vitality lies in its internal “bad distribution mechanism.” Later, this factory formulated a set of internal distribution systems with various forms of economic responsibility, and determined the key to the production of bulbs and the key to the quality of the process – the blister workshop, and the full amount of simultaneous output, quality, and consumption assessments. The piece-rate wage system effectively mobilized the employees’ enthusiasm for production, and the blister-making rate was suddenly increased by more than 20%. At the same time, they implemented a contract award system in the assembly shop, supply and marketing departments. In this way, more than two years ago, the factory’s equipment man