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加快国有企业经营机制转换在李鹏总理的政府工作报告中被摆到突出的地位。作为企业管理有机组成部分的设备管理工作,在这场转变中怎样发挥作用?自身又如何实现这种转变?我们带着这个问题,不久前去洛阳采访了一些企业。洛阳,这座中原大地的名城,让人处处能感受到华夏文化的博大精深,同时,改革开放和现代化建设的蓬勃朝气也让人感受颇深。 我们重点采访了“一五”期间建设的三个大型企业:第一拖拉机制造厂(简称洛拖),洛阳矿山机器厂(简称洛矿)和洛阳铜加工厂(简称洛铜)。这三个企业的共同特点是规模大,设备多,基础工作好,市场竞争能力相当强。在市场竞争的严峻挑战面前,企业领导和设备部门的负责同志都有一种危机感。研究市场、进入市场、适应市场,从而在市场站稳脚跟,这就是当前他们的所想所为。
Accelerating the transition of the operating mechanism of state-owned enterprises has been placed in a prominent position in Premier Li Peng’s government work report. How does the equipment management work as an organic part of corporate management work in this transformation? How can we achieve this change? We took this issue and recently went to Luoyang to interview some companies. Luoyang, the famous city in the Central Plains, allows people to feel the profoundness of China’s culture everywhere. At the same time, the vigorous vitality of reform, opening up, and modernization also makes people feel deeply. We focused on interviewing the three large-scale enterprises built during the “1st Five-Year Plan” period: the First Tractor Manufactory (referred to as Luotuo), the Luoyang Mining Machine Factory (referred to as Luolu Mine) and the Luoyang Copper Processing Factory (referred to as Lowe Copper). The common characteristics of these three companies are large scale, large equipment, good basic work, and strong market competitiveness. In the face of the severe challenge of market competition, responsible comrades in corporate leadership and equipment departments have a sense of crisis. Studying the market, entering the market, adapting to the market, and gaining a firm foothold in the market, is what they currently think.