I grew with the spikes
Release time:
2022-09-01
In March of Yangchun, flowers are in full bloom, and the garden-like Yunnan peak stands among the green leaves and red flowers, which makes me deeply moved and think of a lot.
time flies, from 2012 when I joined the factory, inadvertently, I have been accompanied by Yunnan peak growth for more than ten years. As a member of Yunnan Peak, I feel extremely proud and gratified. Because the growth of the company is also my growth, with our continuous efforts, Yunnan Jianfeng has become a beautiful big girl, and joining Yunnan Jianfeng is also the biggest turning point in my life.
I remember that when I first joined the company, I was just 26 years old. I was the age when college students just graduated and entered the society. I was already the mother of two children, but my social work experience was very shallow, which could be said to be blank. At that time, the peak of Yunnan, the new manufacturing and finished products and packaging workshops were still under construction. The bare factory area, except for the buildings under construction and the little green left by the mine in the back mountain, was a piece of loess. In the factory area, the cement mill left by the original relay cement company is still in production, the laboratory office is only a simple bungalow, and the equipment is also very backward.
I just joined the company and was assigned to the control room of the quality management department as a cement laboratory technician. I don't know anything about the laboratory business. I don't know anything. I rely on the old staff in the department to teach me hand in hand. After several months of training and hard work, I have gradually grown from a blank sheet of paper to a skilled worker who can be independent. The corresponding skills and knowledge are 1.1 recorded on this blank sheet of paper. These are the results of my efforts. In the group of quality management department, every employee must master the corresponding professional skills. Although the working experience in the quality control department is not very long, I deeply realize the great responsibility of this job, because the quality of each batch of factory cement must be strictly checked and reach the national standard before leaving the factory. Whether it reaches the standard or not depends on the result of the inspection by the laboratory technician of the quality management department. Each batch of factory cement is related to the life safety of every user, it is never allowed to make any mistakes in quality, so the job of laboratory technician is very important.
With the passage of time, the construction of Yunnan Peak Production Line has been gradually completed. 2012 8 3 9 55 , Chairman Jiang Xiaomeng of the Group Company lit the torch with the peak logo with the fire from Daye Peak, and Yunnan Peak was officially put into production. It was the most exciting moment. In the factory area, the sound of fireworks, firecrackers and applause were one after another, and every leader and employee present had a happy smile on their faces. This symbolizes another step on the Yunnan spike.
2013 3 January 8 , I transferred to the office to be a quality statistician. I had to face different new knowledge when changing positions. I learned from scratch again, and at that time I could not even use a multi-function calculator. On the first day of statistics, the director told me that the original statistics sister Zhou was leaving in the afternoon. I only had one morning to understand all the relevant knowledge about the position of quality statistician. My confidence even fell to the bottom at once, and I was also very anxious. I had no clue. I didn't know where to start. I was afraid that I couldn't learn and screwed things up. The relevant ledgers of this position involve not only the inside but also the outside of the enterprise. The cement quality ledgers cannot be careless. Some ledgers are to be summarized into monthly reports and submitted to relevant units. Wrong data means that there is a problem with the quality of our finished products. It will be very troublesome to deal with and will bring bad influence to the enterprise.
Fortunately, Zhou Jie is a very patient person. She told me not to worry and to take my time. The first thing is to learn to calculate the daily daily reports, then report to the company leaders, and put the data from the daily analysis room, control room and material inspection room on the relevant ledgers first, and then summarize and submit them to the relevant departments at the end of the month. Sister Zhou left the company. I can only call her and ask her what I can't do. Then I will do it slowly. If I make a mistake, I will start again. Slowly, I have sorted out the relevant business knowledge of the statistical post, and the number of rework has gradually decreased. During the process of handling the laboratory certificate, when the Yunnan Cement Association came to the factory to check the relevant ledgers, I was able to hand over the relevant ledgers to the teacher in the first place, and there was no mistake in the end.
At the beginning of 2014 , the new office building, the new staff canteen and the factory gate were also completed. The loess slope has long ceased to exist. The roads have all been poured with cement. The green belts on both sides are also full of different green plants, making the employees who go to work every day with a pleasant mood. 8 January 18 , I was transferred from the statistical post of the quality management department to the comprehensive management department as a clerk and personnel management. The comprehensive management department is not as single as other departments and workshops, and the business involved is relatively complicated, and the work is also complicated. The company's daily administration, the company's internal and external, the company's communication and coordination, the company's meeting and activity organization, meeting preparation, document, letter sending and receiving, transmission and supervision, the implementation of enterprise management system, important contracts, agreements and the establishment of enterprise file filing management, maintenance and daily management of office environment, office supplies, office equipment, human resources management, employee labor discipline management and employee salary distribution, daily vehicle scheduling, employee canteen and logistics management, corporate culture construction and other aspects should be involved. In the comprehensive management department, I also learned a lot. Under the premise of not having a master, I can only learn and explore by myself. In this department, it took me a long time to grow up slowly. Slowly, the department leader is not there. Can be alone.
With the passage of time, under the severe market competition, Yunnan Jianfeng has continuously strengthened internal control management and refined management, comprehensively improved the management level and operation level, and continued to grow. In recent years, it has become the cement enterprise with the largest sales volume, the highest terminal price and the largest number of customers in the regional market of brand cement in southwest Yunnan. And I also grew up on "Stage " given to me by my leader, making a blank piece of paper colorful under the description of breakthroughs and strokes.
Many employees in the company think that they work for the company and the company pays them. As for how to develop, it has little to do with themselves. I think this concept is wrong. Because, the enterprise is like a boat, and the staff is water, water can carry the boat, can also overturn the boat, the personal future and the enterprise are complementary, inseparable, only the enterprise grows, I can better reflect their own value, in order to play on this stage, no regrets here to draw my meaningful, valuable life blueprint. (Li Li)
More information
Recently, it was learned from the competent department that the "ERP/MES full-process informatization" project of Jianfeng Pharmaceutical Company has been included in the list of key projects of "integration of industrialization and industrialization" in Jinhua City, and has now entered the publicity period. In order to speed up the in-depth integration of informatization and industrialization, according to the evaluation criteria in Jinhua City's "Several Opinions on Accelerating Informatization Construction" and "Jinhua City Informatization and Industrialization Integration Key Project Management Measures", 148 projects were included in 2017 Jinhua City's "Integration of Industrialization and Industrialization" key projects. The "ERP/MES Full Process Informatization" project of Jianfeng Pharmaceutical Co., Ltd. was finally included in the list after being recommended, material reviewed and expert reviewed by Jinhua Economic and Information Committee. The ERP-level subsystems of ERP/MES full-process informatization project include sales system, procurement system, MRP system, GMPQbD system, connecting UFIDA financial software and HR system. MES-level subsystems include industrial data acquisition and monitoring system, GAMP/MES system, eBPR (electronic batch production record system), cGMP quality assurance system, QC/eBTR(QC process and electronic batch inspection record system), LIMS system, etc. After the construction is completed, the visualization of drug production process and the collection and integration of industrial data will be realized. Realize the electronization of drug production process parameters, electronic batch production and inspection records; the realization of big data integration of industrial data and information will also be in line with the regulatory concept of GMP data integrity and quality traceability to the greatest extent. The establishment of a unified enterprise information platform will eliminate information islands and realize data one.
2020
07-31
The company's first-half profit record high
According to the 15th meeting of the ninth board of directors of the company on August 25, in the first half of 2017, the company achieved a net profit of 240.5357 million yuan, the highest level in half a year's history. In the first half of 2017, the company focused on the general work policy of "grasping trends, precise development, strengthening management, and improving efficiency", grasping the opportunities brought by economic structure optimization and industrial upgrading, strengthening lean production and management improvement internally, and actively exploring externally Develop new opportunities and continue to promote the "three reductions and three improvements" work. Through the joint efforts of all employees of the company, the best semi-annual performance in history has been achieved. As of the end of June 2017, the company's total assets were 4.226 billion yuan and net assets were 2.511 billion yuan; the company achieved total operating income of 1,305.9327 million yuan, an increase of 18.42 percent over the same period last year, and net profit attributable to owners of the parent company was 240.5357 million yuan, an increase of 132.11 percent over the same period last year. Earnings per share are 0.7 yuan. In the second half of the year, the company will continue to focus on the annual business plan, carry out in-depth work of "three reductions and three improvements", further do a good job in internal control, prevent business risks, and further do a good job in safety and environmental protection. we will further develop and improve the complementary relatively diversified main business structure and constantly enhance the company's core competitiveness. The 15th meeting of the 9th board of directors held on August 25 was presided over by Jiang Xiaomeng, chairman of the group company. Four proposals and reports including the 2017 semi annual report and the proposal on the change of the company's accounting policy were deliberated and passed. on the same day, the 12th meeting of the eighth board of supervisors was held,
2020
07-31
General Manager Yu Jianhong to Yunnan Peak to Guide Work
On August 23, Yu Jianhong, general manager of the group company, went to Yunnan Jianfeng cement company for investigation and guidance, and put forward requirements for the key work in the last few months of this year. At the peak of Yunnan Province, Yu Jianhong went deep into the production site to learn more about the current production and operation situation, and convened the middle-level and above management backbones to have in-depth exchanges and discussions with everyone on the problems existing in work efficiency changes, personnel stability, current production and management after the implementation of post optimization and re-organization. Since the beginning of this year, Yunnan's peak production and sales volume, profits and various technological and technical indicators have been relatively ideal. The kiln output in April has also reached the best level since it was put into production. The development and maintenance of the market, the environmental management of the factory area, and the professional quality and mental state of cadres and workers have also been greatly improved. While fully affirming the above achievements, Yu Jianhong pointed out that as the homogenization of the cement market becomes more and more serious, the market changes faster and faster. If we can't recognize the situation and seize the opportunity, enterprises will face more and more problems. In this case, the management backbone should give full play to the role of the backbone, quickly change the management concept, and strive to improve the competitiveness of enterprises. In view of the focus of work in the last four months of this year, Yu Jianhong put forward the following requirements for Yunnan Jianfeng: break the inherent concept of post functions and responsibilities, set up posts and organizational structures around logistics, people flow and capital flow, and cultivate and forge a team that can fight well. To further implement the training of job skills and quality, managers should take the lead in strengthening their own learning and formulate annual, monthly and weekly training plans, through the combination of internal and external training, theory and practice.
2020
07-30
General Manager Yu Jianhong to Yunnan Peak to Guide Work
On August 23, Yu Jianhong, general manager of the group company, went to Yunnan Jianfeng cement company for investigation and guidance, and put forward requirements for the key work in the last few months of this year. At the peak of Yunnan Province, Yu Jianhong went deep into the production site to learn more about the current production and operation situation, and convened the middle-level and above management backbones to have in-depth exchanges and discussions with everyone on the problems existing in work efficiency changes, personnel stability, current production and management after the implementation of post optimization and re-organization. Since the beginning of this year, Yunnan's peak production and sales volume, profits and various technological and technical indicators have been relatively ideal. The kiln output in April has also reached the best level since it was put into production. The development and maintenance of the market, the environmental management of the factory area, and the professional quality and mental state of cadres and workers have also been greatly improved. While fully affirming the above achievements, Yu Jianhong pointed out that as the homogenization of the cement market becomes more and more serious, the market changes faster and faster. If we can't recognize the situation and seize the opportunity, enterprises will face more and more problems. In this case, the management backbone should give full play to the role of the backbone, quickly change the management concept, and strive to improve the competitiveness of enterprises. In view of the focus of work in the last four months of this year, Yu Jianhong put forward the following requirements for Yunnan Jianfeng: break the inherent concept of post functions and responsibilities, set up posts and organizational structures around logistics, people flow and capital flow, and cultivate and forge a team that can fight well. To further implement the training of job skills and quality, managers should take the lead in strengthening their own learning and formulate annual, monthly and weekly training plans, through the combination of internal and external training, theory and practice.
2020
07-31
Spike Pharmaceuticals set out to explore a new sales model
Agency and Terminal Link Production and Chain Cooperation Spike Pharmaceuticals to Explore New Sales Models From August 16 to 21, the 2017 China Pharmaceutical Retail Industry Information Conference (hereinafter referred to as "Xipu Conference") with the theme of "Building a Blueprint-Market Awakening Focusing on Demand" was held in Boao, Hainan. Huang Jinlong, deputy general manager of the group company and general manager of the pharmaceutical company, and relevant leaders of Spike Health, pharmaceutical sales company and Spike Pharma pharmacy were invited to attend the event, to create a new sales model "road". This year coincides with the 10th anniversary of the Western Conference. More than 1200 mainstream chain pharmacies, more than 800 brand pharmaceutical industries, more than 100 cross-border affiliated institutions, more than 130 top domestic and foreign capital institutions, more than 60 representatives of authoritative media, and authoritative experts in the industry, with nearly 4000 people gathered in Boao. The meeting combed the context of the pharmaceutical retail industry in the past ten years, discussed the development of the industry in the new decade, and built a new blueprint for the industry. During the meeting, Huang Jinlong led the peak participants to have in-depth exchanges with the organizers of the conference and industry experts on issues such as the impact of national policies such as the brand strategy of enterprises, the role of brand enterprises in the industry, medical reform, prescription outflow, etc. on the original sales mode of pharmaceutical enterprises. He also had extensive contact with pharmaceutical counterparts and terminal chains, listened to front-line sales experience, collected relevant information on terminal chains, and collected market trends of the top 100 chains. In the past ten years, the scale of drug retail sales in China has increased from 143 billion yuan to 337.7 billion yuan, and the chain rate has increased from 35.3 percent to 49.4 percent.
2020
07-31
General Manager Yu Jianhong to Yunnan Peak to Guide Work
On August 23, Yu Jianhong, general manager of the group company, went to Yunnan Jianfeng cement company for investigation and guidance, and put forward requirements for the key work in the last few months of this year. At the peak of Yunnan Province, Yu Jianhong went deep into the production site to learn more about the current production and operation situation, and convened the middle-level and above management backbones to have in-depth exchanges and discussions with everyone on the problems existing in work efficiency changes, personnel stability, current production and management after the implementation of post optimization and re-organization. Since the beginning of this year, Yunnan's peak production and sales volume, profits and various technological and technical indicators have been relatively ideal. The kiln output in April has also reached the best level since it was put into production. The development and maintenance of the market, the environmental management of the factory area, and the professional quality and mental state of cadres and workers have also been greatly improved. While fully affirming the above achievements, Yu Jianhong pointed out that as the homogenization of the cement market becomes more and more serious, the market changes faster and faster. If we can't recognize the situation and seize the opportunity, enterprises will face more and more problems. In this case, the management backbone should give full play to the role of the backbone, quickly change the management concept, and strive to improve the competitiveness of enterprises. In view of the focus of work in the last four months of this year, Yu Jianhong put forward the following requirements for Yunnan Jianfeng: break the inherent concept of post functions and responsibilities, set up posts and organizational structures around logistics, people flow and capital flow, and cultivate and forge a team that can fight well. To further implement the training of job skills and quality, managers should take the lead in strengthening their own learning and formulate annual, monthly and weekly training plans, through the combination of internal and external training, theory and practice.
2020
07-31
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