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1980年,公司给我厂下达利润计划270万元,年末,我们实际上缴利润598万元,超额328万元。厂领导在总结全年工作的时候,说这是大家算帐加实干的结果。去年初,我们曾根据各职能科室提供的产量、质量和消耗指标,结合年度各项费用的安排,编制了一个全年盈利150万元的成本利润计划,比公司下达的指标相差甚远,而且各部门都说指标已经安排得很紧,似乎没有回旋的余地。于是,我们利用经济活动分析会的机会,算了产品质量、原料消耗和节约能源三笔细帐,为增加利润找出了主攻方向。
In 1980, the company gave out a profit plan of 2.7 million yuan to our factory. At the end of the year, we actually paid 5.98 million yuan in profits, exceeding the amount of 3.28 million yuan. When the factory leaders summed up their work throughout the year, they said that this was the result of the hard work. At the beginning of last year, we compiled a profit and profit plan with a total annual profit of RMB 1.5 million based on the output, quality and consumption indicators provided by various functional departments, combined with the arrangements for various annual costs, which are far behind the targets issued by the company. All departments said that the indicators have been arranged very tightly and it seems that there is no room for manoeuvre. Therefore, we took advantage of the opportunity of the Economic Activity Analysis Club to calculate the three fine accounts of product quality, raw material consumption and energy saving, and found the main direction for increasing profits.