论文部分内容阅读
1984年初,我们面临着“两面夹攻”的形势,一是苯酐、燃料油等八种主要原料、燃料涨价,减利达506万元;二是主要产品增塑剂(占全厂产值利润40%)滞销,被迫降价减产,减利198万元。两项共减利704万元,占1983年实现利润1,315万元的一半多。在企业内部既无所增生产能力,产品结构也没有重大变动的情况下,1984年总公司还要求我们再继续增长1,330万元。是“进”还是“退”?在厂内引起了一场争论。不论是主张“进”还是“退”的同志都承认,我厂在生产、基建和流通中,都存在着大量的浪费和损失。只要我们振奋起积极、向上、进取的精神,靠挖潜克服涨价因素,实现利润1,330
At the beginning of 1984, we faced the situation of “two sides attacking each other.” First, eight main raw materials such as phthalic anhydride and fuel oil, fuel price increase, and profit reduction amounted to 5.06 million yuan; second, main product plasticizers (accounted for the total factory profit value of 40 %) Slow-moving, forced to cut prices and cut production, cut profits by 1.98 million yuan. The total reduction of profits was 6.04 million yuan, accounting for more than half of the 13.13 million yuan realized in 1983. In the absence of any increase in production capacity within the company and no significant changes in product structure, the head office in 1984 also required us to continue to grow by another 13.3 million yuan. Is it “into” or “retreat”? It caused a controversy in the factory. Comrades advocating “advancement” or “retreat” all admit that there are a lot of waste and losses in our production, infrastructure, and circulation. As long as we invigorate the spirit of being proactive, progressive, and enterprising, we must tap potential factors to overcome the price increase factor and realize profit 1,330