A little understanding of enterprise information construction
Release time:
2021-12-13
10# January 18 , the Political Bureau of the CPC Central Committee held its 34th collective study on promoting the healthy development of China's digital economy. General Secretary Xi Jinping stressed when presiding over the study that in recent years, technologies such as the Internet, big data, cloud computing, artificial intelligence and block chain have accelerated innovation and are increasingly integrated into the whole process of economic and social development, the rapid development of the digital economy, the wide range of radiation, and the depth of influence are unprecedented. It is becoming a key force in reorganizing global factor resources, reshaping the global economic structure, and changing the global competitive landscape. We should stand at the height of coordinating the overall strategic situation of the great rejuvenation of the Chinese nation and the great changes unseen in the world in a century, coordinate the overall domestic and international situation and the two major events of development security, give full play to the advantages of massive data and rich application scenarios, promote the deep integration of digital technology and the real economy, enable the transformation and upgrading of traditional industries, and give birth to new industries and new models, We will continue to strengthen, optimize and expand China's digital economy.
The traditional manufacturing industry, as the core industry of our group, has recently been affected by the epidemic, the high price of raw fuel materials, and the power restriction policy. How to break this bureau, I think the key lies in the transformation to intelligence and information. The following is my personal development of enterprise information a little humble opinion.
First of all, I think it is necessary to make a statistical analysis of the existing information situation within the enterprise, what information equipment and information platforms do we have, how to use them, and how to help our company. Therefore, we should ask ourselves why the utilization rate is not high? Why the system is not working? Is it a system problem or other problems? Is this system good or not? Can other brother enterprises use it? If it is good, we should recommend it, and if it is bad, we should remind it. We should strengthen the communication between subsidiary enterprises, so as to avoid repeated invalid construction. At the same time, through the organization of training to improve the level of grass-roots staff information operation, change their traditional thinking, improve the utilization rate of the system, so that the system is really used from top to bottom. Only by analyzing the current situation of the company and making good use of the existing information system can it be possible to move to the next step.
Secondly, comparing the current situation of the company with the leading informatization enterprises in the same industry, we can clearly know which aspect of the company's informatization is weak, and then introduce new platforms and new technologies to improve our informatization level. However, the introduction of the platform is not to make up for what is missing. The company must first combine its own industry development status, business needs for an overall planning, and then distribute the implementation. Secondly, it is necessary to evaluate the input-output ratio of the introduction system. Emerging technologies must require high costs and are not mature. We do not have to be intelligent for the sake of intelligence. Instead, we should choose those with high input-output ratio, in line with the company's development plan, Mature products that have been tested by most companies in the same industry. Finally, we must choose the right powerful suppliers. The establishment of a group-level data platform must be the future development trend. Only when the suppliers have strong strength can we help us complete the data integration and docking.
As far as I am concerned, I think the group can consider increasing the informatization construction of security. On the one hand, it is information security. With the gradual improvement of informatization construction, the company will rely more and more on the informatization system. The paralysis of the business system can cause direct economic losses to the enterprise, and some business data also involve the company's secrets, if we blindly strengthen the information construction of business and ignore the construction of information security, it is equivalent to burying a mine that will explode at any time. On the other hand is the production safety, with the expansion of the scale of production, in the safety management needs to spend a lot of manpower, material and financial resources, the workload is large, the work efficiency is low, the management cost is high, has become to further enhance the safety production management constraints. The frequent occurrence of safety accidents continues to sound the alarm for us. How to informationize safety management? One is to use robots instead of employees to engage in dangerous activities. I think this technology is not mature and the cost is too high, so we will not discuss it for the time being. The other is to establish a safety management platform in the factory area. Through video surveillance, image recognition, AI analysis and other technologies, the unsafe behaviors of people and objects on the scene can be found in time, and the dangerous sources can be killed in the cradle in time, thus preventing the occurrence of safety accidents.
Finally, I think the most important thing is the management of the information system. After the introduction of the information system, the management of information must keep up. Informatization needs institutionalized support. At present, most companies are still blank in the management system of informatization. With the continuous advancement and development of information technology, information management will become more and more difficult. I think it is necessary to establish an information management system in a timely manner. Instead of establishing a system like mending the situation in the future, it is better to plan everything from the beginning and manage it according to the system in the future.
and above are some of my humble opinions on the development of enterprise informatization. I hope the informatization development of the group and its subsidiaries can get better and better. (Yu Wang Yang)
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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