1984年初,由于原料价格上调,产品价格下调,我厂预计要影响全年利润计划的20%。为了摆脱这一困境,从1984年4月份起,先后将占成本80%以上的用棉、用纱、用电和用机物料四项,以及技术开发、改造设备作为承包课题,提出节约增收目标,发动职工承包。以前纺车间主任、织造车间主任、保机部主任、供应科长和技术开发办公室主任等五人为主,组织了5个承包组,有关承包人员共3,140人,占全厂职工的38%,分别承包了上述项目。承包的具体做法是:根据承包目标方针,层层展开,分别拟订各部门的组织措施、技术措施和管理措 At the beginning of 1984, due to the increase in raw material prices and lower product prices, our factory is expected to affect 20% of the full-year profit plan. In order to get out of this predicament, from April 1984, four projects, including the use of cotton, yarn, electricity, and machinery, accounted for more than 80% of the cost, as well as technology development and transformation equipment, were the subject of contracting. Employees are contracted. Former textile workshop director, weaving workshop director, security department director, supply section chief and director of technology development office are mainly five people. He has organized 5 contracting groups with a total of 3,140 contracted personnel, accounting for 38% of all factory employees. Contracted the above items. The specific approach of contracting is: according to the target policy of contracting, it is developed in layers, and the organizational measures, technical measures and management measures for each department are formulated separately.