莱芜钢铁厂是我省的大型钢铁联合企业,拥有3.5万名职工。该厂以三项制度改革为突破口,大刀阔斧地压缩机构、精减人员,初步形成了劳动用工和内部分配的竞争激励机制。截至1993年10月底,全厂首批参与改革的18个二级厂矿单位的编制定员由28141压减到22766人,减员5375人,减幅19.1%;机关职人能机构由354个压减到106个,减少70.6%;管理人员由4688人减为3370人,减少28.11%。同时,1—10月份人均钢产量、全员劳动生产率和工业生产人均利税分别比上年同期增长了33.96%、28.6%和122.6%;全厂全民单位钢产量、工业总产值和利税也分别比上年同期增长16.44%、11.83%和94.33%,企业活力明显增强。他们的主要做法是: Laiwu Iron and Steel Plant is a large iron and steel conglomerate in our province, with 35,000 workers. The plant to a breakthrough in the reform of the three systems, drastically reduce the body, reduce staff, initially formed a labor and internal distribution of competitive incentives. As of the end of October 1993, the first batch of 18 second-level factories and mines units involved in the reform of the whole factory had been downsized from 28,141 to 22,766, a reduction of 5,375, a decrease of 19.1%. The number of staff-serving institutions in the factory was reduced from 354 to 106, a decrease of 70.6%; managers from 4688 to 3370, a decrease of 28.11%. Meanwhile, from January to October, per capita steel output, total labor productivity and per capita profit and taxation of industrial production increased by 33.96%, 28.6% and 122.6% respectively over the same period of previous year; the output of steel, gross industrial output The same period last year increased by 16.44%, 11.83% and 94.33%, corporate vitality significantly increased. Their main approach is: