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车间定额核算是企业内部管理的基础和依据.多年来,我厂一直把这项工作列为企业管理的重点,具体做法如下.1 在管理体制上实行两包五统一在车间一级管理上只规定了三权两包,即生产权、劳力、车辆使用权、工资报酬奖惩权;包全年计划产品产量足额完成,包生产费用.为了让车间集中精力生产,厂部在物资供应和销售服务上实行5个统一管理,即:统一劳动力调配,统一设备管理、统一财务管理、统一产品销售和物资供应、统一核算和分配.
Shop quota accounting is the basis and basis of internal management. Over the years, our factory has always put this work as the focus of enterprise management. The specific practices are as follows.1 Implementing two packages and five units in the management system It stipulates three rights and two packages, namely, production rights, labor, vehicle use rights, and rewards and punishments for wage remuneration; package production for the full-year plan is completed in full, including production costs. In order to allow the workshop to focus on production, the plant supplies and sells materials. Five unified management services are implemented, namely: unified labor deployment, unified equipment management, unified financial management, unified product sales and material supply, unified accounting and distribution.