我们五○八厂是兵器工业总公司保军转民比较早的三线企业,亏损了十几年,尤其是1992年,企业到了濒临破产的边缘,在此危急关头,总公司调整了工厂党政领导班子。新班子上任后,以贯彻《条例》,转换机制,深化三项制度改革为突破口,转换脑筋,教育职工更新观念,树立“工厂靠我振兴,我靠工厂生存”的主人翁意识,外抓市场,内抓现场,向内使劲,真抓实干,使工厂的生产经营、企业管理和职工的精神面貌发生了很大变化。1993年,全厂职工振奋精神、艰苦奋斗,提前60天全面完成了总公司下达的生产经营任务,减亏400万元(人均减亏2050元),比1992年亏损 Our 580 plant is a relatively early third-tier company that was transferred to the Army by the Ordnance Industry Corporation. It lost more than ten years, especially in 1992. The company was on the verge of bankruptcy. In this critical situation, the head office adjusted the factory party and government. Leadership team. After the new team took office, they implemented the “Regulations” and the conversion mechanism to deepen the reform of the three systems as a breakthrough point, converted their brains, educated employees to renew their concepts, and established a sense of ownership of the “factory depends on me to rejuvenate, and I rely on the factory to survive”. In the market, the company grabbed the scene, worked hard inwards, and did a real job. This changed the spirit of the factory’s production and management, business management, and employees. In 1993, the employees of the whole factory revitalized their spirits and worked hard. They completed the production and operation tasks issued by the head office in full 60 days in advance, and reduced their losses by 4 million yuan (per capita reduction of losses by 2050 yuan), which was a loss compared to 1992.