From the monthly loss of about 6.5438+0.3 million yuan, to the monthly loss of more than 7.6 million yuan, and then to the branch to achieve a monthly profit of 780,000 yuan;
From overstaffing and daydreaming, to sharing the same fate with enterprises;
From holding an "iron rice bowl" and waiting for customers to actively seize the market;
This great change took only a few short months.
Jiangxi Wannianqing Cement Co., Ltd., a state-owned enterprise on the verge of despair, how did it struggle to get out of the predicament and regain its vitality?
Let's walk into the evergreen tree and explore the mystery of its success. Enterprise voice: If the "make-up {TodayHot} course" of the "three systems" reform is not carried out, the enterprise will die.
At the beginning of the new year, the reporter came to Yushan Cement Factory of Jiangxi Wannianqing Cement Co., Ltd., and the red slogans everywhere made the reporter feel the vitality of the enterprise. Although it's past the closing time 1 hour, many offices are still busy with employees.
The staff said: "It is the' three systems' reform that has inspired our enthusiasm and initiative."
Once upon a time, "Evergreen" was once brilliant, and it was one of the top 500 enterprises in China, ranking the top ten in the national cement industry.
If you don't advance, you will retreat. 200 1 when the reform of personnel and labor distribution system in state-owned enterprises is vigorously carried out, the "evergreen tree" lying in the rocking chair with "good economic benefits" is still intoxicated with its tens of millions of profits a year.
In June, 2004, the second production line of Yushan Cement Plant, a subsidiary of Evergreen, was put into operation with a capacity of 2 million tons. However, within the range of less than 100 km in Fiona Fang, there are more than ten private enterprises in Zhejiang, large and small, with a production capacity of over 30 million tons, and the market competition is extremely fierce. At the same time, on the one hand, the demand of cement market drops, on the other hand, the price of coal and electricity rises, and the production cost rises sharply. Evergreen shares lost 47 million in that year. From June 5438 to July 2005, the company suffered a monthly loss of about130,000 yuan, of which Yushan Cement Plant was in a semi-shutdown state, with a monthly loss of nearly 6 million yuan.
Poverty leads to change. The troubled "evergreen tree" realized that only by changing the old system that hindered economic development, keeping pace with the times and renewing ideas can enterprises survive. In September 2005, Yushan Cement Plant began to make up lessons for the "three systems" reform.
Merge institutions and streamline personnel. The original 16 workshop department was merged into 13, and the number of middle-level cadres in the factory was reduced from 39 to 26.
In terms of labor force, the system of two-way selection and survival of the fittest was implemented, and the number of {HotTag} employees was reduced from 538 to 48 1 person.
Distribution-break the inherent distribution system and implement fixed salary by post. At the same time, the performance appraisal method is adopted, which rewards diligence and punishes laziness, and the income level is widened, and the income is inclined to the front-line employees with high technical content, heavy workload and poor working environment.
The "three systems" reform has broken the traditional thinking mode of state-owned enterprises. Cadres can go up and down, and there is no tenure. Yu, a middle-level cadre, has worked in Yushan Cement Plant for more than 20 years. Before the reform, he was the deputy director of the cement workshop. After losing the competition, he became an ordinary employee in the production department. He said that reform is the general trend. Although my personal interests are damaged, we have hope only if the factory can survive.
The labor value of front-line employees is reflected, and their work enthusiasm and initiative are higher. Ruan is the monitor of the Central Control Class. Although this position is a key position with high technical content in the factory, her income is similar to that of an accountant in a lighter position. After the reform, his monthly income exceeded 2,000 yuan, three or four times that of an accountant. He said with emotion: "In the past, working years were long, working hours were long, and wages were high. Now, our labor value is truly reflected. "
"A few radishes in a pit" has become "a radish in a pit or even several pits", and the workload of employees is full and the efficiency is higher. In the past, there were the most people in the factory at 5 pm, and they were often dissatisfied from 20 13, but in the afternoon 10, the factory cars were crowded. Workers consciously extend their working hours and actively offer suggestions for the development of enterprises, which greatly enhances their cohesion and centripetal force. Enterprise voice: enterprise management must be strict, and management is benefit.
"Pingxiang Wupi Yongfa Coal Co., Ltd., the contract calorific value is 5300 kcal/kg, and the actual calorific value is 5206 kcal/kg, after deducting the calorific value of 9.4 yuan/ton ..." In the supply department of Yushan Cement Plant, the reporter saw such a form. In order to strictly control the quality of coal and minimize the cost, since June 20, 2002, the factory has stipulated that the calorific value of each ton of incoming calorific value of coal is lower than the 100 kcal stipulated in the contract, and the supplier 10 yuan will be deducted for each ton, which exceeds 100 kcal.
A supplier transported a batch of coal from Ningxia to Yushan Factory, and found that the calorific value of each ton of coal was nearly 800 calories lower when it entered the factory for inspection. According to the regulations, every ton of coal will be deducted from his 80 yuan money, so his trip will go up in smoke. This supplier grinds in the factory every day, hoping that the factory can "show mercy". It took half a month and came back in vain. This practice was unthinkable before.
For an enterprise, plugging management loopholes means reducing costs and increasing benefits. After careful analysis, Evergreen Company realized that it is the key to turn losses into profits to start from the inside and strictly control management. To this end, the company establishes the concept of scientific management, regards procurement management as an important link, and demands output and benefits from management.
As a result, a series of rules and regulations such as "Measures for the Management of Coal Procurement" and "Measures for the Estimation of Incoming Coal" have been promulgated one after another. In the reform, the supply department of Yushan Cement Plant changed the previous practice of single procurement, implemented public bidding, and strictly controlled the price while ensuring the quality. All workshops and departments have formulated cost indicators and assessment methods, and implemented the method of full-time monitoring and everyone's linkage.
The strict management system makes coal suppliers dare not shoddy, and the staff in the factory supply department have become more careful. A staff member of the supply department said: "In the past, when purchasing, I called the supplier and the goods were delivered to the door, which was very comfortable. Now, as big as a piece of equipment and as small as a spare part, we must directly contact manufacturers and merchants, and we must also make inquiries from many parties and shop around. "
By reducing intermediate links, the price of raw materials in this factory has been reduced by 30%. After 20 12 and 10, the purchase price of sand and gravel decreased from per ton 18 yuan to 10.9 yuan, saving more than 200,000 yuan per month. The purchase price of raw coal is reduced from the original 520 yuan per ton to 480 yuan, which can save nearly 6,543,800 yuan a year; The purchase price of mechanical parts decreased by 33.8%; The price of auxiliary materials decreased 13. 18%. Wannianqing Company reduced the procurement cost by 4,636,200 yuan.
At the same time, do everything possible to reduce consumption and increase efficiency. On the premise of ensuring the quality of cement, Yushan Factory increased the dosage of additives, which not only reduced the cost, but also digested tens of thousands of tons of industrial waste every year. In the process of raw meal preparation, adding heat energy from coal gangue can reduce the coal consumption in the process of clinker calcination from per ton 180 kg to about 160 kg.
The baptism of reform and development has enabled the "evergreen tree" to turn over the hill and gain a new life. From June 65438 to October 2005 10, that is, the first month after the reform, Yushan Cement Plant produced cement and clinker 1 10000 tons respectively, with a loss of 2.33 million yuan. 165438+1October set a new record with the sales of cement (clinker)135,000 tons, and continued to reduce losses10.5 million yuan on the basis of1October; 65438+February, the sales volume reached a new high of 17 1400 tons, which turned losses into profits in one fell swoop and realized a profit of more than 780,000 yuan.
In the new year, young people are full of enthusiasm and confidence. Wannianqing Co., Ltd. proposes that all holding companies and wholly-owned subsidiaries will realize no loss in 2006.
"The foundation will last forever." When leaving Evergreen Co., Ltd., the words at the gate suddenly jumped into the reporter's eyes. Yes, this is not only the common wish of all young people, but also their clank oath! With this determination, the "evergreen tree" can reproduce its glory.
Source: Jiangxi Daily