Grasp the law, face up to the crisis, concentrate and forge ahead. The company will deploy the production and operation work in the second half of the year.
Release time:
2022-07-24
News from our newspaper # February 15 and 16 , the company held a business analysis meeting in the first half of 2022 to analyze and exchange the work of all subordinate enterprises in the first half of the year and deploy the work of the company in the second half of the year.
Compared with the situation in which senior and middle-level managers gathered together to report and communicate in the previous half year, the format of this meeting has been adjusted, I .e. according to the different business scope, the directly affiliated enterprises, the pharmaceutical sector and the cement sector will each arrange half a day. In addition to the "Convention" business management teams reporting on the work in the first half of the year, the cement sector has increased the benchmarking analysis content of major process and technical indicators, the leaders in charge of production, sales and research and development in the pharmaceutical sector will also make separate reports and analysis on their respective work. The leaders of the group analyzed and commented on the gains and losses of each enterprise in the first half of the year, and put forward suggestions for improvement according to the different situations of each enterprise. In the last half of the day, we will arrange and put forward requirements for the overall work of the company in the second half of the year.
At the overall work meeting, Xiang Chongping, deputy general manager of the group company, made an overall analysis of the company's human resources work in the first half of the year from four aspects: personnel status, labor cost, talent cultivation, and labor and employment compliance management. Chen Tianci, chairman of the board of supervisors, started from three aspects: the occurrence of safety accidents, the development of safety and environmental protection supervision and management, and the problems in safety management, summarize and analyze the safety and environmental protection management in the first half of the year, analyze the bidding and negotiation of subordinate enterprises, and point out the problems that should be paid attention to in the bidding process. Lan Xiaolong, head of finance, made financial analysis on the group's financial situation and profitability in the first half of the year. Zhu Jianwei, secretary of the board of directors, analyzed and expounded the problems that should be paid attention to in the future work from the perspective of the management and development of listed companies. Yu Jianhong, general manager of
Group Company, summarized the overall operation of the company in the first half of the year and arranged the main work in the second half of the year under the title of "Grasping the Law, Facing up to the Crisis, Concentrating and Moving Forward. After comparing and analyzing the completion of major economic indicators in the same period in recent years, he pointed out the highlights of the work of various enterprises in the first half of the year in the implementation of investment and technological transformation projects, the improvement of the competitiveness of some production lines (products), the improvement of internal management level, and the prevention and control of the new coronary pneumonia epidemic. He stressed that the market downturn has brought about a sharp decline in profits, slow endogenous growth and extension development, and defects in investment decisions and project construction management, and make an analysis and prediction of the industry situation of each business segment.
According to the actual situation of the company's enterprises, Yu Jianhong made arrangements for the key work in the second half of the year. The main contents include: from establishing crisis awareness, improving the ability to identify, use and overcome crises, changing development concepts and business concepts, strengthening team cooperation spirit, strengthening the authorization and responsibility of the management team, etc., to improve the combat effectiveness of the management team; speed up the promotion of investment, technological transformation and product development projects, and increase new profit points; Continue to do a good job in fine management, benchmarking management, PDCA cycle management and internal control management, adhere to the "innovation, promotion; Cost reduction and efficiency enhancement" target requirements, continue to improve core competitiveness; Grasp market trends and improve marketing capabilities; Strengthen risk management and control of project investment; continue to further promote the construction of "digital intelligence factory", continue to strengthen safety, environmental management, etc.
Yu Jianhong stressed that the turbulence and change of the environment and the market are inevitable, but the market law and essence will not change. The pursuit of low cost, high quality and high performance will not change to better meet the needs of users' life and production. He hopes that all cadres and employees of the peak will unite their efforts, forge ahead, persevere in relying on innovation and reform, improve the core competitiveness of the enterprise, and ensure the sustainable and healthy development of the company. Jiang Xiaomeng, chairman of
group company, pointed out in the concluding speech of the meeting that the competition of enterprises is ultimately the competition of talents and the competition of enterprise management teams. In order to further develop with high quality, it is necessary to build an excellent management team with full competitiveness and adapt to the all-weather competitive environment. He requires every manager of the peak to have a strong sense of professionalism and a high sense of responsibility, courage and prudence, and extraordinary wisdom to be competent for the work ability of leadership positions; has serious discipline, The quality of strict governance of the enterprise, fairness and decency, the moral character of clear rewards and punishments, the tolerance of brainstorming, trust in subordinates, and the style of caring for employees and close contact with employees; have the attitude of seeking truth from facts and the quality of being honest and honest, set an example by example, set an example and be strict in self-discipline style and spirit; have the ability to pay attention to learning, keep pace with the times, and constantly improve their own quality to adapt to change. Only in this way can enterprises be in an invincible position in the market competition.
Jiang Xiaomeng requires all enterprise managers to improve not only their ability to find problems, but also their ability to solve problems in their future work. Daily production and operation should be standardized management, system improvement, strict but not dead, alive but not chaotic; Increase the application of intelligent and information scenes to improve labor productivity; Strengthen lean production to ensure that enterprises operate in a standardized, scientific and efficient range; continuously carry out "Three Decreases and Three Improvements" to enhance the competitiveness of enterprises and products; know awe, keep precepts, and keep the bottom line in management. He hoped that the management teams of all enterprises would rationally look at the current market environment, actively seek breakthrough directions, constantly make up for their own shortcomings, implement the arrangements of the meeting in a down-to-earth manner, and go all out to do a good job in the second half of the year. (this newspaper reporter)
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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