State-owned enterprises are the pillars of our national economy. It is necessary to deepen the reform of state-owned enterprises, further explore various effective forms of public ownership, especially state ownership, and vigorously promote institutional, technological and management innovations of enterprises.

-Excerpted from the document of the 16th CPC National Congress.

Reform and innovation

—— Report on social practice in Chongli Iron and Steel Co., Ltd. in the summer of 2003.

Shexian County is located at the southern foot of Taihang Mountain, 96 kilometers west of Handan City. Historically, Shexian was once a glorious old revolutionary base area, and it was the seat of 129 division headquarters, political department and Xinhua Radio Station. Liu Bocheng, Deng Xiaoping and other proletarian revolutionaries of the older generation lived and fought here for six years. In the summer of 2003, the Handan team of the School of Economics of our school actively responded to the call of the Youth League Committee of Hebei University and chose state-owned enterprises as the goal of this social practice according to the spirit of the report of the 16th National Congress. A group of nine of us came to Shexian with great excitement, to the old revolutionary base area and to Chongli Iron and Steel Co., Ltd., the destination of our social practice.

Chongli Iron & Steel Co., Ltd. is a growing enterprise, located on the side of National Highway 309, 0/0 km away from the county seat. It is a Sino-foreign joint venture with profits and taxes exceeding 10 million yuan. Its predecessor was Shexian Iron and Steel Plant, which was founded in 199 1. 1993 With the care and support of Deng Xiaoping's wife Zhuo Lin and Huang Zhen's wife Zhu Lin, the factory and Hong Kong Gao Rong Trading Co., Ltd. jointly established Chongli Iron and Steel Co., Ltd. 1999, the company reorganized its assets with Tiantie Group, and the enterprise achieved leap-forward development.

The company has 0/760 employees/kloc, assets of 550 million yuan and annual production capacity of 600,000 tons. The main products are: ordinary carbon steel, HRB335, HRB400 and high-quality carbon steel. Specifications are: 120× 120mm, 150× 150mm, 160×240mm, and all kinds of fixed-length continuous casting within 6m.

In the past ten years, enterprises have gone through an extraordinary road from small to large and from weak to strong. As a representative of steelmaking industry, the reform and development of Chongqing Iron and Steel Co., Ltd. is worth learning from in many aspects. Especially after the reorganization of assets, the company established a modern enterprise system and implemented a comprehensive budget management model. The wage distribution system and the labor employment system have undergone a series of fundamental changes and innovations. At the same time, production equipment has been improved, technological innovation has been strengthened, and enterprise benefits have been improved year by year. The company has become a "little giant enterprise" in Handan City, a "key local metallurgical enterprise" in Hebei Province, a "star enterprise" with large profits and taxes in local metallurgical industry in Hebei Province, the largest 500 foreign-invested enterprises in China, and a large second-class enterprise in China. It has been a large profit and tax enterprise in Shexian County in the old district for five consecutive years. Next, we will talk about the experience of Chongqing Iron and Steel Company from three aspects: system reform, management reform and technological reform and innovation. As our actual results, we report as follows:

First, implement the shareholding system reform and find a way out for development.

(A) shareholding system reform-imperative

As a small state-owned enterprise, Shexian Steel Plant is full of difficulties and thorns in its growth process. The incompetence of enterprises has aroused the original fighting spirit and unique enthusiasm of steel admirers. They took great pains to create their own brand. 1July, 993 16 entered into a joint venture with Hongkong Gao Rong Company, and became a Sino-foreign joint venture, thus getting rid of the fatal dilemma of difficult capital turnover.

After several years' development, Chongqing Iron and Steel Co., Ltd. has been facing great difficulties since it was put into production, although its production technology has been continuously improved and its equipment has been further improved. From the internal point of view: (1) There is a shortage of funds, capital turnover is ineffective, equipment cannot be updated in time, wages cannot be paid, hot metal is difficult to buy, production is difficult to maintain, and the scale is even more difficult to expand. (2) Lack of talents. The company is small in scale, located in remote mountainous areas, and the absorption of professionals is at a disadvantage. Among nearly 1400 employees, there are only more than 20 undergraduates. (3) backward technology. Just absorbing a little experience from others, groping alone in the dark, without independent technological innovation and use mechanism. (4) conservative and outdated ideas, dare not let go of their hands and feet and make drastic changes. (5) Backward management, unclear responsibilities and rights, serious waste and high cost. What is more prominent is the confusion of financial management. External market: (1) In 1997 and 1998, the market was depressed, especially in the steel market, and the supply of products exceeded demand. (2) After Tianjin Iron Works established its own new steelmaking branch, it had a certain impact on the company's hot metal supply. These undoubtedly make the company worse. By the end of 1998, the company had accumulated arrears of 65.438+0.4 billion yuan in hot metal payment of Tiantie Group, and owed employees wages for four months, and the company was in trouble again.

In this case, Tianjin Iron Works conducted a comprehensive investigation on Chongqing Iron and Steel Company in order to revitalize the arrears of 654.38+0.4 billion yuan. I think the hardware of Chongqing Iron and Steel Co., Ltd. is good, but there are problems in management. If assets are reorganized, it can not only strengthen the strength of Tiantie, but also revitalize non-performing assets without increasing new investment.

Therefore, on 1999 65438+ 10/2, Tiantie Group and Chongli Iron and Steel Co., Ltd. reorganized their assets. Tianjin Iron Works replaced 5 1% equity of Shexian Steel Plant with 46.92 million yuan of creditor's rights. The 46.92 million yuan of Shexian Steel Plant is a bank loan, which is now transferred to the new joint venture company, and the interest will be borne by the new joint venture company, which is equivalent to the loan of 46.92 million yuan from the new company and returned to Shexian Steel Plant. Hong Kong holds 25% of the shares unchanged and gives Hong Kong 3 million as a loss subsidy every year. After this reorganization, the equity proportions of Tiantie, Gao Rong and Shexian Steel Works are 565,438+0%, 25% and 24% respectively, which are controlled by Tiantie and jointly operated by the three parties. After the completion of asset reorganization, establish and improve the organizational structure. Tiantie is the chairman of the company, and Tiantie sent four people to Chongqing Iron and Steel Company to participate in the management team, namely 1 general manager, two deputy general managers and 1 chief economist.

(B) After the reorganization of assets, a virtuous circle of funds has been realized.

1, fund operation and financial management:

High-interest liabilities are one of the main burdens before the reorganization of the company. The company's triangular debt is heavy and its capital turnover is weak. The foreign debt is as high as 45 million yuan, and the annual interest expense is120 thousand yuan. After the reorganization of assets, Chongqing Iron and Steel Co., Ltd. seized the opportunity of lowering the interest rate of the bank, and with the good commercial reputation of Tiantie, timely cleared up the high-interest liabilities by means of low-level repayment of loans and old-level repayment of loans, saving interest expenses of 2.08 million yuan every year, and repaying part of the loans through acceptance bills, achieving indirect benefits of more than 6.5438 million yuan. Through the clearance and loan reform, a number of high-interest loans such as Tianjin and Jiangsu were returned in advance, saving interest expenses of 6.5438+0.75 million yuan every year, and reducing interest rates for high-interest loans of 6.5438+0.00 million yuan through negotiation, saving interest of 250,000 yuan every year.

In order to revitalize the existing funds, the purchasing department further compressed the departmental inventory, so that the output increased and the inventory did not increase, and strived to achieve "zero inventory" to further reduce the company's financial pressure. The production department speeds up the production process, improves the production technology and reduces the capital occupation. The business department and outsourcing department will strengthen the efforts to clear debts and speed up the withdrawal of funds. /kloc-since 0/999, the company has recovered more than 29.6 million yuan of old debts through various means such as recovery, legal proceedings and redemption. The financial department adopted the methods of debt restructuring and strengthening accounting, and obtained non-operating income of 720,000 yuan, reduced discount expenditure of 290,000 yuan, with a total benefit of 1, 0 1 000 yuan. Through the operation of funds, the financial expenses were directly reduced by more than 6 million yuan, which enabled the company to realize a virtuous circle of funds.

2. Cost control:

In view of the high cost before asset reorganization, the company firmly grasped all aspects of production, supply and marketing and tried every means to reduce costs and increase efficiency.

In the procurement process, the company changed the situation of high procurement cost in the original procurement process, and instead implemented the bidding, negotiation and benchmarking procurement system. Bidding for bulk products, benchmarking for high-value and small-quantity goods, and negotiation for low-value and small-quantity goods. Therefore, the procurement cost is greatly reduced, and the quality of raw and auxiliary materials and spare parts has been significantly improved.

In the production process, the company introduced advanced equipment, optimized management, improved the utilization rate of human resources, reduced production costs and made the company's products more competitive. (1) Innovation of production equipment and technology. The company invested in the construction of a cupola, which can produce 700 tons of molten iron every day, making up for the company's insufficient supply of molten iron, which is of great significance to the company's sustainable development; Invested in the construction of 80 tons truck scale, strengthened and improved the company's measurement work; The rotor of oxygen-making air compressor was reformed, which improved the oxygen output and saved the oxygen outsourcing cost 1 10,000 yuan every year. The new technology of continuous casting protection casting and nitrogen blowing at the bottom of ladle has been implemented, which has played a great role in reducing crack waste and slag inclusion in molten steel and improving the qualified rate of products. Slag splashing technology is implemented to improve furnace life and reduce consumption; The implementation of wastewater recycling project saves water resources. (2) The company regularly holds "technical competitions", and a large number of outstanding technical backbones emerge. They are experienced and skilled in business. They are experts in the company's production technology, and they are also models for various positions. They have made outstanding contributions to the enterprise. (3) The company often conducts safety education for employees to improve their awareness of safety in production. The production planning department often checks the workers' post operation, and each workshop and team carries out standardized operation in strict accordance with the production process, and establishes a post responsibility system. It has played a great role in improving product quality and reducing production cost.

In the sales link. Based on the current situation that the supply of the company's products exceeds demand, the company focuses on direct sales, reducing commission expenses, reducing circulation links and reducing inventory occupation, thus reducing capital occupation and reducing sales costs.

Comrade * * * once pointed out: "Establishing a modern enterprise system is the direction of state-owned enterprise reform." The report of the 15th National Congress of the Communist Party of China reiterated that enterprises should be reformed in a standardized corporate system according to the requirements of "clear property rights, clear rights and responsibilities, separation of government from enterprises and scientific management". Grasping the big and letting go of the small, and strategically reorganizing enterprises are the basic policies that the country has always adhered to. Chongqing Iron and Steel Co., Ltd. has established a modern enterprise system by adjusting its management mode in strict accordance with the national deployment and combining with the actual situation of the enterprise. Business operations have taken a turn for the better. 1999, Chongqing Iron and Steel Company produced 380,000 tons of steel, which was 654.38+10,000 tons higher than the historical maximum output, and the quality index reached 99.2%. In 2000, the company realized profits and taxes of more than 25 million yuan and profits of 865,438+900,000 yuan, with an average annual growth rate of 28% in the past two years, reaching the highest level in history. The company's technical indicators have also set a new record for two consecutive years. The company's economic benefits have increased substantially, and its strength has been significantly enhanced, truly turning losses into profits.

The various reforms of Chongqing Iron and Steel Co., Ltd. began in this way ...

Second, implement comprehensive budget management and establish a scientific management system.

After the reorganization of assets, Chongqing Iron and Steel Co., Ltd. is still facing a severe form:

1, the market is depressed and the price is depressed. On the basis of 1998, the price per ton of steel decreased by 100 yuan, which directly reduced the profit by more than 30 million yuan. In addition, the financial expenses of bank loans and related agreements, as well as the expenses that should be amortized from the previous year to this year, reduced the company's income by more than 39 million yuan.

2. Internal management is very weak, there is no systematic management mode, various cost indicators remain high, production accidents occur frequently, the powers and responsibilities of departments are unclear, and buck passing is serious. 1998-99, the company was in trouble again. Based on this, the new leadership with Li Shanbin as the general manager sized up the situation, and after careful study and decision, put forward the reform idea of "taking financial management as the center, taking the implementation of comprehensive budget management as an opportunity to promote the overall improvement of basic management". Enterprises are therefore full of vitality.

Comprehensive budget management, as its name implies, is to make a detailed plan for the use of funds when making any decision, and then scientifically demonstrate the plan. If feasible, strictly follow it; If not, veto it. Comprehensive budget management can be divided into four systems:

1, index decomposition system. At the beginning of each year, the company will formulate an overall index, including production cost management fee, financial fee and sales fee per ton of steel. For example, according to the production situation and experience over the years, the cost per ton of steel is set as 1.300 yuan, and the office expenses are set as 1.2000 yuan (the following list is the same as above). Then the company distributes the index to the workshop, and the workshop distributes the cost index to the team, and then the team is decomposed into posts, so that a cost index decision is passed on to every employee from top to bottom. This is the three-level cost budget. In the investigation, Minister Li of the Ministry of Production Planning vividly compared it to "everyone carries heavy burdens, and everyone has indicators on his head".

2. Indicator accounting system. Refers to the daily accounting mechanism of each office, workshop and team after index decomposition. For example, calculate how many materials are used today, whether they exceed the standard, and do a good job in the delivery and management of materials. What should I do if the cost index exceeds the standard after accounting? This is the next system.

3. Measures of guarantee system. The establishment of this system is mainly to encourage workers in all workshops and shifts to exert their intelligence and make up for the losses exceeding the standard as much as possible. If the cost index exceeds the standard this month, they will try their best to check one process after another, improve the process, streamline office equipment and reduce daily expenses to ensure the completion of the annual index. Thereby objectively playing the role of encouragement and supervision.

4. Index assessment system. Index decomposition is from top to bottom, and index accounting is from bottom to top. Each team and workshop shall have full-time or part-time accountants to conduct daily accounting, ten-day analysis and monthly summary, and report the completion of various expenses step by step. Pay distribution according to the assessment results. Implement three-level target assessment, that is, assessment target, increase production target and struggle target. Among them, the assessment goal is the basic goal and the minimum goal, which must be completed. If the unit fails to reach this goal, the full bonus of the unit will be rejected. The goal of increasing production and the goal of struggle are reward goals, that is, to achieve the goal of increasing production and get the bonus of struggle, so as to stimulate the enthusiasm of cadres and workers to participate in cost management and establish the cost consciousness of all staff.

The four systems promote and restrict each other, thus forming a systematic and organic management network. Scientific management has brought rich returns. 1999, the company's manufacturing cost per ton of steel decreased by 86 yuan compared with 1998, and the total cost decreased by 31000,000 yuan, realizing the rapid development of "achieving results in three months, improving the level in six months, and turning losses into profits in seven months". Since the implementation of budget management, the annual steel output has increased by 89,700 tons, achieving economies of scale of more than 3 million yuan, and the comprehensive qualified rate of products has increased from 97.83% in 1998 to over 99.9% in 2002, achieving the best business performance in history.

Third, strengthen the management of human resources and give play to the role of trade unions as a link.

People are the foundation of enterprises. If all the ties between an enterprise and its employees are money, then it is impossible for the enterprise to succeed. A single spiritual encouragement is an ignorant policy, and a single material encouragement is a policy that hurts the people. For a promising enterprise, how to correctly position talent management to become a cohesive and creative enterprise subject and whether there is an effective management system is an important link that cannot be underestimated in the reform of state-owned enterprises. As a national large-scale second-class enterprise with 1760 employees, the largest 500 foreign-invested enterprises in China and key local metallurgical enterprises in Hebei Province, the reform of human resource management in Chongqing Iron and Steel Co., Ltd. is also actively and effectively promoted. In the spirit of "big reform, small impact; Hot issues, cold treatment "reform purpose, heavy steel's current personnel management, stability first, not only considering the overall economic interests of enterprises, but also always putting the interests of employees first." However, this consideration is not simply to issue subsidies and subsidies, but to adopt a comprehensive incentive mechanism, from employees entering the factory to promoting cadres, supplemented by measures such as issuing benefit awards, which greatly improves the enthusiasm of the whole factory.

(A) the labor employment system

Enterprises must compete and have the flow of talents, but it must be carried out in a stable environment. Chongqing Iron and Steel Co., Ltd. has strengthened the cultivation and introduction of talents from two aspects: actively attracting external talents and strengthening internal talent management. The company recently introduced the employment policy for high-quality talents (college or above). That is, the average monthly income of undergraduate graduates engaged in administrative work is not less than 1000 yuan, and the average monthly income is not less than 1300 yuan; College graduates engaged in administrative work, the average monthly income is not lower than 800 yuan, engaged in workshop work, the average monthly income is not lower than 1 100 yuan. Once employees enter the enterprise, they must also go through strict cultural examinations and practical operations. Admission is based on merit, and the probation period is six months. That is, first take part in vocational skills training and safety production education, and then go to the grassroots level to learn skills from the old front-line employees, so as to improve the technical level and comprehensive quality of new employees as soon as possible. At the same time, the company encourages employees to study and further their studies, pays attention to technical training for skilled workers, exchanges management experience with managers of different enterprises and different departments, and organizes managers to observe and study in other enterprises from time to time. There are also many employees in the enterprise who take self-taught exams and study in RTVU.

(B) the cadre appointment system

In the promotion and assessment of cadres, the company began to try out the employment system of "competition for posts, elimination of the last position and training for posts". Some young people who are young and talented have been promoted and reused. Conduct an annual assessment of on-the-job personnel, that is, conduct an assessment of 100 points for the same post according to operating procedures, safety system, labor discipline, on-site hygiene, etc. And according to the assessment results to determine the bonus, greatly improving their enthusiasm for work. No one was laid off during the reform of Chongqing Iron and Steel Co., Ltd., which was the result of concrete analysis of specific problems by the leading group considering the special situation of the enterprise. Considering the geographical location (Shexian county, whose main factory is located in Tianjin), the staff situation (most of the staff are local, and some of them are employed on land) and the scale of the enterprise (the factory was built late, the scale is small, and the staff is insufficient), Chongqing Steel made a decision not to lay off employees. This practice of considering the most fundamental interests of employees has greatly improved the cohesiveness and work efficiency of employees.

(3) Distribution system

In the aspect of distribution system, the traditional single wage distribution system is reformed into the way of extracting benefit wages, and the policy of "more work and more pay" is implemented. Under the old distribution system, all employees were paid on file, and the distribution was egalitarian. Whether employees do it or not, whether they do it well or not, has dampened the enthusiasm of workers. After the reorganization of assets, the employee's salary is divided into two parts, one part is the basic salary set by the national system in 1997, and the other part comes from the benefit award. With the development of enterprises, the proportion of benefit wages is getting higher and higher, and now it has reached about 50%. The new distribution system is a system reform based on "comprehensive budget management". Comprehensive budget management puts forward the idea of budget first, then production, specifies a reasonable index, first draws up an annual total cost, then divides it vertically into monthly cost and daily cost, and horizontally divides it into workshops of various departments in proportion, making the accounting unit smaller and finer, and adopts a series of assessment indexes to give certain benefit bonuses to employees who meet certain index requirements, thus effectively saving production costs and transforming the saved costs into company benefits, part of which is used as enterprise development fund and part of which is used as enterprise development fund. Now the average annual income of enterprise employees has reached 14000 yuan or more. The distribution system has greatly improved the enthusiasm of employees and the sense of responsibility of "promoting the factory and humiliating the factory".

(D) corporate culture

At the beginning of the company's establishment, it formed its own corporate culture. From the management point of view, corporate culture is a way to restrain behavior, and a strong corporate culture is a common value system for all employees to believe in the enterprise. A good enterprise, whether it is the pioneering spirit of employees at the beginning of its establishment or the spirit of unity and enterprising reflected in its development, is a rare and precious spiritual wealth. Chongli Iron and Steel understands that product quality is hard and marketing depends on reputation, but managers have not collected these, formed a unified value concept and ideological system, externalized them into rules and regulations and entrepreneurial spirit, instilled them in the minds of every employee, and embodied them in all aspects of the company's operation. Chongli Steel did not realize the importance of building and developing corporate culture before, and did not pay enough attention to it. Our company has no personnel specializing in the research and development of corporate culture. But it is gratifying that the concept and concept of Chongqing Iron and Steel Co., Ltd. are being updated and developed. In 2003 1 month, the company changed the Ministry of Labor and Personnel, which has been followed by state-owned enterprises for many years, into the Ministry of Human Resources, which is responsible for the company's staff management, personnel transfer, promotion and talent flow, and is also preparing to introduce the enterprise identification system to enhance the company's image.

The trade union in this factory played an important role. Trade union is the democratic management organization of the company and the link between the party and the masses. It reflects the opinions of employees and gives suggestions to leaders. China's economic foundation and political system determine its nature, which determines that it can play an active role in promoting the openness of factory affairs, democratic supervision and the rapid development of the company.

Fourth, increase technological innovation and seek benefits from science and technology.

Science and technology are the primary productive forces. Technological progress is the source of continuous development and growth of enterprises. Having advanced production technology and scientific management methods will certainly enhance the competitiveness of enterprises and create greater economic benefits and broader living space for enterprises. This year, Chongqing Iron and Steel Corporation plans to set up a specialized agency for technological innovation, and at the same time, invest huge sums of money to intensify technological transformation and improve the company's hardware level and market competitiveness. The main technical transformation projects are as follows:

1, a new 420 m3 blast furnace. Faced with the contradiction between strong demand for products and insufficient supply of hot metal, enterprise managers focused on the long-term development of Chongqing Iron and Steel Co., Ltd., and on the basis of in-depth analysis and investigation, raised 654.38+0.2 billion yuan to build a new 420 cubic meters blast furnace. The project has entered the final stage and is expected to be put into production by the end of July at the latest. The completion of blast furnace has fundamentally solved the constraints of insufficient supply of main raw materials and difficult expansion of production scale in Chongqing Iron and Steel Co., Ltd., and laid the foundation for increasing production and saving capital and realizing economies of scale in Chongqing Iron and Steel Co., Ltd.

2. Converter capacity expansion project. Specific measures are:

(1) Increase the converter capacity. The production capacity of the project is increased from 15t/ furnace to 25t/ furnace. Its related supporting project is the renewal of oxygen pipeline. Advanced slag splashing technology is adopted to prolong the furnace life. The application of slag splashing technology in small converter is very mature and the cost is obviously reduced.

(2) continuous casting machine transformation. In the second half of the year, the company plans to change two continuous casting machines from two second-rate machines to three third-rate machines to ensure that the steel output will reach 600,000 tons this year. This project also includes the transformation of crystallizer and straightener: the crystallizer is changed to parabolic type, and the straightener is changed from one point to two points. At the same time, continuous casting and nitrogen blowing at the bottom of ladle have played a great role in reducing crack waste and slag inclusion in molten steel and improving the qualified rate of products. After the transformation of converter and continuous casting machine, the steel output of the company will reach more than 800 thousand tons next year. In another 3-5 years, the company's steel output will exceed 6.5438+0.5 million tons.

3, dust removal system renovation project. The development of enterprises should follow two benefit principles: economic benefit and social benefit. The former is the condition for the survival of enterprises; The latter is an inexhaustible motive force for enterprise development. It is unwise to ignore one thing at a time. Reducing environmental pollution and taking the road of sustainable development is a basic policy of the country and a consistent policy of advocating steelmaking benefits. The enterprise spared no expense to completely transform the existing dust removal system. The first step of dust collector transformation was completed in 2000. After put into operation, the surrounding environment has been greatly improved. In June, 2000, the company was named "Environmental Protection Management Standard Enterprise" by Handan Environmental Protection Bureau. The company has passed the certification of ISO 1400 1 International Environmental Control System. Enterprises not only create considerable economic benefits, but also bring rich social returns.

Since the reorganization of assets, Chongqing Iron and Steel Company has been striving for survival through reform and development through innovation. In technological innovation, the company has been making unremitting efforts. Workers are encouraged to make a fuss about their proficiency and operating skills. Every year, the interior of the machine needs to be transformed, and new products of 1-2 need to be developed. Especially, this year,1.800 million yuan has been invested in technical transformation. As a small and medium-sized enterprise, it is not easy to invest so much money at one time.

In terms of technology, we young people are still amateurs, so our understanding level is not professional enough. Let's ask some superficial questions for reference only.

1, Chongqing Iron and Steel Co., Ltd. should establish its own set of technological reform and innovation mechanism, and set up specialized institutions. At the same time, it should increase the proportion of technical input every year, strengthen contact and cooperation with scientific research institutions, and make use of the advantages of scientific research institutions in light of its own needs to establish a good cooperative partnership. On the one hand, this will enable the company to have technological advantages, improve quality and reduce production costs. On the other hand, it can enable enterprises to continuously produce new products, improve product structure, and make product types more distinctive in the face of increasingly fierce competition.

2. In terms of technical training, the company should increase investment and encourage employees to go out for further study, especially in terms of technical personnel. It is necessary not only to recruit high-quality talents from outside, but also to cultivate senior talents who can lead the company. The introduction of talents should encourage talents to exert their subjective initiative, which requires the company to establish a set of incentive mechanism in line with its own characteristics, encourage front-line workers and technicians to find and solve problems, encourage them to take the initiative to engage in innovation and invention, reform backward production technology, improve output and ensure product quality.

At present, the state pays more and more attention to environmental protection. In this regard, enterprises should increase efforts to solve the problem of waste gas recovery, so as not to pollute the environment and waste resources. Regarding the recovery project of blast furnace gas in Chongqing Iron and Steel Co., Ltd., the company's treatment of steelmaking waste is still an old method, which cannot be effectively recovered. The company should make full use of these resources, rely on the advantages of the group, and concentrate on establishing special institutions to recover blast furnace gas.

Technological innovation is always a necessary condition for the survival and development of enterprises. If you can provide products with advanced technology, reliable quality and low price for the society, then your vitality and competitiveness will be stronger. In the early stage of development, an enterprise may learn from the strengths and experiences of others, but with the continuous development of the enterprise itself, the innovation ability of the enterprise will grow from scratch, from one innovation to continuous innovation. Only by maintaining strong technological innovation ability, completing the transformation from a single product to a series of innovative products, and completing the transformation from individual innovation to collective innovation, can enterprises become strong in the competition. This is also the truth that world-class enterprises tell us with practice.

The above is our simple understanding of the enterprise, and we also put forward some immature suggestions. During the week of internship in the factory, we deeply felt the great spirit of unity and enterprising of steel admirers. Whether it is a long talk with factory leaders or a field observation of the production process in the first-line workshop; Whether we have a heart-to-heart talk together, make suggestions for enterprises, or have heart-to-heart communication with workers and masters, we are surrounded by a warm atmosphere. From their conversations and expressions, we can see that people who worship steel are full of lofty sentiments. Facing the pressure and challenges of the market, they are overcoming many difficulties and moving towards a more brilliant tomorrow. At the same time, our harvest is rich and real.

"Without innovation, there will be no development". Only by in-depth reform and continuous innovation can enterprises enhance their vitality. Facing the opportunities and challenges after China's entry into WTO, state-owned enterprises, especially small and medium-sized state-owned enterprises, can only face up to difficulties, learn from advanced production and management experience at home and abroad, give full play to the characteristics of small and medium-sized enterprises and innovate in an all-round way, so as to continuously expand themselves and seize their place in the wave of market economy.

"If you are poor, you will think about change, if you change, you will be able to pass, and the general rules will last for a long time." This rule has far-reaching significance for enterprises.

This social practice has been strongly supported and warmly received by the leaders of Chongli Iron and Steel Co., Ltd. and related offices, and our practice team is deeply grateful here.

Hebei university economics college social practice Handan detachment

July 2003 16