途径之一,挖掘内部潜力,增加收入我矿自1989年产量锐减,由盈变亏。前几年实行承包经营,生产和效益潜力已得到了比较充分的挖掘。由于生产资料大幅度提价,政策性增支因素较多,要完成承包任务困难较多。针对此情况,我们着重做了以下工作: 首先.成立残采队,回收煤炭资源。对确实不适应正规采煤队生产的边角煤交残采队复采。并对残采队实行了经济承包责任制,使人人都有压力感和责任感,从而调动了干部、 One of the ways to tap internal potential and increase revenue Our mine has sharply reduced its output since 1989, from surplus to loss. A few years ago the implementation of contract management, production and benefit potential has been more fully tapped. Due to the drastic price increase of the means of production and the large number of policies, the task of completing contracting tasks is more difficult. In response to this situation, we focused on the following work: First, set up a remnant team to recover coal resources. Correctly meet the coal production at the corner of the coal mines to pay resumption of production. And implemented a system of economic contract responsibility for the disabled people, giving everyone a sense of pressure and responsibility, thus mobilizing cadres,