The implementation of vaccination, strict control of the accumulation of flow dredging dredging, work health and heavy lying peak calm to deal with the double test of the epidemic situation.
Release time:
2021-08-23
into 8# February, Hubei Province first appeared the inflow of close contacts of the new crown pneumonia, the epidemic prevention and control situation tightened. In the face of the double test that followed, Daye Peak Cement Company organized its employees to take precise measures and actively respond to it, and all the work was in good order.
Internal tight external control epidemic prevention situationDue to the outbreak of new coronary pneumonia in many parts of the country in 7# September, confirmed cases have also been found in individual areas of Hubei Province, the epidemic prevention and control situation is suddenly tight. The Delta strain that triggered a new wave of outbreaks has taken on some new features in its spread, and vaccination is the most economical and effective measure to prevent and control the spread of neo-coronary pneumonia. To this end, Daye Peak in the 8# November 1 issued the new crown epidemic normalization prevention and control requirements, as well as through the pre-shift after-shift meeting, plant publicity column and other means of epidemic prevention and control knowledge publicity, all advocate and encourage employees to actively take the initiative to vaccinate, to eat a "reassurance pill". In the implementation of daily internal epidemic prevention and control measures, Daye Peak formulated and issued three phases of normalized prevention and control requirements for the new crown epidemic on 8 , 1 , 8 and 10 . According to the changes in the epidemic prevention and control situation and the characteristics of enterprise work, relevant knowledge was publicized, less travel and less gathering were advocated, and employees' awareness of epidemic protection was strengthened, guide employees to do a good job in self-protection in work and life; Starting from 10 , employees fill in the epidemic prevention and control information form by scanning WeChat codes every day; The enterprise regularly checks the reserve of emergency materials, understands and grasps the purchasing channels of emergency materials, and is ready to purchase at any time. Daily protective articles such as masks are distributed to every employee in each post on time every day. Washing, protection, killing and killing supplies are also placed at fixed points and replenished at any time. When a new wave of epidemics arrives, the Hubei cement market has entered the peak sales season, the wrong peak shutdown maintenance is also about to begin, procurement, sales, transportation, maintenance personnel flow travel and health management has become the top priority of the current epidemic prevention and control. In order to ensure the orderly development of daily work, Daye Peak immediately conveyed the epidemic prevention and control requirements to suppliers, dealers and drivers in place. Especially for long-distance logistics drivers, it is proposed that drivers and accompanying personnel must check their health codes and travel cards when entering the factory, and try to move less in the cab after entering the factory and wear masks after getting off the bus. For maintenance outsourcing personnel, it is required that "unnecessary do not leave the factory, leaving the factory must be reported, the personnel entering the factory must be audited". In the third phase of epidemic prevention and control requirements issued on
10, the Environmental Security Department also specially produced a special two-dimensional code for testing, which was released to relevant units and individuals in advance. Foreign personnel can scan the code and fill in the visitor registration form, and their personal travel, health, vaccination and other information can be transmitted to the mobile phones of the Environmental Security Department and the guard personnel, so as to know and review in advance, avoid the risk of exposure that may be caused by the concentration of "inspection codes" at the factory gate. As of the time of publication, Daye Peak has completed the vaccination except for
5employees who will receive the second vaccination in the near future. All internal prevention and control measures have been strictly implemented. The "check code" for foreign personnel in advance also ensures the smooth verification process and is well received by relevant units and personnel. Dredging and Draining War Rainstorm
812
, Huangshi City started a Class IV emergency response to meteorological disasters (rainstorm). According to the analysis and prediction of meteorological data, heavy precipitation is expected from 12 to 14 , with accumulated rainfall of 80 ~140 mm, local 200 mm above, accompanied by strong convective weather such as thunderstorms and strong winds. After receiving the notice at noon that day, Daye Peak immediately launched the emergency plan, and all emergency personnel on duty stuck to their posts and strengthened inspections of key parts such as drainage channels to prevent "waterlogging" due to poor drainage ". At about 55 o'clock on the night of , the long-lasting rain suddenly increased, and a large area of stagnant water soon appeared in Daye Peak Factory and continued to rise. In the past, when it rained, only low-lying areas in the factory area would have accumulated water. During this rainstorm, all the sections around the office building and the central control building had accumulated water. The accumulated water in low-lying areas soon exceeded
40cm, and even some sections of drainage ditches 60 to 70cm deep had overflow. The lowest-lying cement mill and coal mill area in the plant area has power rooms and electrical equipment. Once soaked by rain, the consequences will be disastrous. Facing the flood situation, Daye peak duty personnel were divided into two groups. Deputy General Manager Li Jiang and equipment supervisors Huang Yanming and Wang Tao organized cleaning of sundries carried by rainwater and dredging drainage outlets in the kiln system to speed up drainage. Wu Xinqiong, manager of the Environmental Security Department, Liu Haihua and Huang Bide, production supervisors, organized shift personnel in the cement mill area to switch the manual gate for flood discharge outside the No.7 bulk warehouse and open the pump. The rainfall on the night of
was much larger than expected, which affected the normal operation of the equipment. As midnight approached, the production and delivery posts were shut down one after another, and all the people who could be organized worked together to rescue the accident.Due to early warning, personnel organization in place and timely emergency disposal, there is no serious water accumulation in key parts of the factory that affects the safety of equipment. Busy until the morning of
on
13, the rain gradually decreased, the accumulated water gradually receded, and daye peak successfully passed the torrential rain disaster. This heavy rainfall in Daye area lasted for five days in a row. Although there was no heavy rain like 12 , the continuous rainy days still brought adverse effects on the production organization, the factory environment and the health of employees. For this reason, Daye Peak seized the intermittent precipitation, urgently cleaned up the silt and garbage debris brought by the rainstorm, and dredged the drainage facilities. In combination with the prevention and control requirements during the epidemic, Daye Peak asked all departments to remind employees to pay special attention to the safety of commuting, and stressed that they should stay in the dormitory during heavy rain to avoid colds and fevers due to rain. The canteen provides ginger soup every day to help employees dispel cold and dampness. There will also be precipitation weather in Hubei Province in the future. In addition to checking and cleaning the factory area, Daye Peak will also focus on checking the mine slopes and flood drainage ditches to avoid dangerous situations. The off-peak maintenance of the production line was also carried out in an orderly manner, and production was resumed on the afternoon of
20. (Fu Yiwu Wu Xinqiong)
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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