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去年,本刊曾向读者报道了邯钢和一汽的经验。从本期开始,我们将连续推介嘉陵的成功经验。嘉陵从一个生产单一军品、技术设施装备较弱的兵工企业,经过15年的发展,一跃而为“中国摩托车之王”。其面向市场,改革创新,科学管理和集约经营的基本经验;其改革围绕增强活力转,管理围绕效益转,技术进步围绕产品转,企业围绕市场转,抓好一个班子,带好一支队伍,培养严谨厂风的基本实践;其求是务实,把方向管大事,育人兴企,培育企业文化,
Last year, the magazine has reported to readers the experience of Handan Iron and Steel and FAW. From the beginning of this issue, we will continue to promote Jialing’s successful experience. Jialing from a production of a single military, technical equipment, weaker military and industrial enterprises, after 15 years of development, jumped to “the king of Chinese motorcycles.” Its market-oriented, reform and innovation, scientific management and intensive management of the basic experience; the reform revolves around the revitalization of the revitalization of the management efficiency around the turn, technological progress around the product turn, businesses around the market turn, do a good job team, take a team, training Stringent plant the basic practice of wind; its seeking is pragmatic, the direction of major events, educating people, nurturing corporate culture,