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梅县涤纶厂(简称梅涤)从建厂投产到高产稳产,三年跨出三大步,实现五个变化,引起一系列连锁反应,被称之为粤东山区的涤纶效应:当年建厂当年投产;第二年跨进省级先进企业行列;三年累计还贷61％强;列为梅州市“八五”计划的战略性支柱产业之一。笔者通过调查考察发现,梅涤成功的奥秘在于:改革、创新、奉献。一、改革—促成了梅涤动力机制外因是变化的条件,内因是变化的根据。涤纶效应首先来自内部,来自梅涤人的胆识和勇气。梅涤领导认为,在山区搞现代化建设,首先要冲破“唯条件”论的束缚。他们从破除“交通制约论”入手,通过产品运输成本核算比较,得出结论:重量轻、体积小、产值高的涤纶产品运输成本仅占0.6％,交通制约不大。其次,冲破了旧管理体制的束缚,确立企业自主权,增强了内部动力和活力。再次,树立风险意识,企业成为相对独立的生产、经营者,能担负起生产经营的各种风险,包括谋求生存发展而承担的资金贷款风险。该厂正是通过改变旧观念、变革旧管理体制,实现了五个转变:
Meixian Polyester Plant (referred to as Meidi) went from production to high-yield and stable production. It took three major steps in three years and realized five changes. It caused a series of chain reactions. It was called the polyester effect in the eastern mountains of Guangdong: Put into production; entered the ranks of provincial-level advanced enterprises in the second year; 61% of loans were repaid in three years and listed as one of the strategic pillar industries in the “8th Five-Year Plan” of Meizhou City. The author found through investigation that the secret of Mei Di’s success lies in reform, innovation, and dedication. First, the reforms have contributed to the external conditions of MEDI’s dynamic mechanism as a condition of change. Internal factors are the basis for changes. The polyester effect first comes from within, from the Meidian people’s courage and courage. Mei Di leaders believe that in the modernization drive in the mountains, we must first break through the shackles of the “conditional” theory. They started with the elimination of the “traffic control theory” and compared the cost of product transportation and concluded that the cost of lightweight, small size and high output value of polyester products only accounts for 0.6%, and the traffic is not constrained. Second, it broke through the shackles of the old management system, established enterprise autonomy, and enhanced internal motivation and vitality. Once again, to establish risk awareness, companies become relatively independent producers and operators, and can assume various risks in production and operations, including the risk of capital loans that they seek to survive and develop. The factory achieved five changes by changing old concepts and changing the old management system: