苏州缝纫机厂是一家建厂近40年,以生产缝制设备为主的全民中型企业,以往曾为国家提供过较多的积累,为促进地方经济发展作过较大贡献。 然而,在计划经济体制下,企业缺乏应有的自主权,使经营者和企业职工对政府部门产生严重依附性因此,在1988年,当缝纫机产品市场发生剧变时,企业缺乏自我保护和应变能力,一度陷入困境,开始出现亏损,甚至到了资不抵债、濒临破产的边缘,成为苏州市国营企业中第一家亏损大户。 为挽救企业,在上级帮助下,我厂于1991年一季度进行了以“分流并转”为内容的结构性调整,并以此为契机,紧紧抓住宏观机遇,通过模拟“三资”企业试点,改革领导体制,建立企业管理委员会指导下的厂长 Suzhou Sewing Machine Factory is a medium-sized enterprise with nearly 40 years of experience in the production of sewing equipment. In the past, it had provided more accumulation for the country and made great contributions to the promotion of local economic development. However, under the planned economic system, companies lacked the necessary autonomy to make operators and employees seriously dependent on government departments. Therefore, in 1988, when the sewing machine product market drastically changed, companies lacked self-protection and resilience. , Once in trouble, began to lose money, even to the edge of insolvency, on the verge of bankruptcy, becoming the first major loss-making state-owned enterprises in Suzhou City. In order to save the company, with the help of superiors, our factory carried out a structural adjustment based on “divide and transfer” in the first quarter of 1991, and took this as an opportunity to seize the macro opportunities and simulate “three types of funds”. Pilot enterprises, reform the leadership system, establish a director under the guidance of the enterprise management committee