My second year at the cable company
Release time:
2021-03-12
, the cable company specially held a birthday ceremony for the employees who had their birthdays that month. When the host invited me and two other colleagues to stand on the stage, when the Happy Birthday song sounded slowly, when the other employees present neatly beat the beat and sang the Happy Birthday song for us, the memories of the cable company slowly came to my mind ......
After the birthday song was over, Qian Fang, the deputy manager of the General Finance Department, chose me to speak on behalf of the employees on my birthday, I had a lot of thoughts at that time and remembered many beautiful people and things. I am very grateful to the cable company for arranging this birthday ceremony for us, which made us feel the care and warmth. I will bring this care to my daily work, unite my colleagues, study hard and work hard!In the blink of an eye, I have been in the cable company for two years. Last year I was a new employee trying to adapt to the environment. This year, I have become familiar with this place and regard it as my other home.
Compared with the first year, I worked more freely in the second year. As a result of the epidemic, the previous morning meetings from Monday to Friday were held every Monday and Friday, and although the number of morning meetings was reduced, the theme of the call was still inspiring. I have become accustomed to communicating with the next calling person in advance about the content of the call and the sequence of play or the links to be added, without the initial nervousness and bewilderment. The morning meeting is a platform that also allows everyone to get exercise, constantly promote their own progress, and become a better self.
In addition to my office work, I also have to do some work related to safety. At first, I didn't know the meaning of a certain sign color or the size of a warning sign, but with the help of Wang Debo, assistant general manager of the cable company, now I have formed a safety concept in my mind, and I know more about safety. And whenever I am confused, Wang Debo will answer my questions, patiently guide me how to do it, tell me what to pay attention to and what to maintain, which has benefited me a lot.
In addition to the change of work, the relationship between my colleagues and I also took a step further in the second year. They would greet me warmly when they saw me, and sometimes they would talk to me. Colleague Ni Xiaoling found that I often didn't have time to buy breakfast, for fear that I would hurt my stomach for a long time, so I brought breakfast to me every day, which touched me very much! And she often talks with me about parenting, just like a big sister who cares about me. Once I was so busy that I forgot to eat lunch. My colleague Fu Xia specially prepared a meal for me, which flattered me!
"Xiaobai " Zhang Junhong knows that I am a food eater and often brings me some snacks or special products to satisfy my picky taste buds. If he sees that I am unhappy, he will also tell jokes to amuse me and take care of me like a big brother. They made me deeply feel the special warmth from my colleagues in the unit.
is not only a different kind of warmth brought to me by the cable people, but also a lot of joy and help from other sharp friends. For example, Li Li, although she and I are not in the same unit, but she can understand my sweet, understand my suffering, no matter when and where, she can always bring me a lot of touch and joy, with her company, I feel very happy. There is also Xiao Ni from the peak newspaper. She always encourages me to write more and gives me confidence to express all aspects of the cable company. In short, in the big family of Jianfeng Group, I deeply feel the warm atmosphere of everyone's heart to heart and the same family. It also makes me feel how lucky and happy it is to be a member of Jianfeng Group. thing.In the cable company, I also saw the selfless spirit and dedication of the cable people to their work. Zhang Ci, general manager of the cable company, had cervical vertebra discomfort for a period of time. No matter talking or walking, her hands would unconsciously press and beat her cervical vertebra and neck, or knead her eyebrows. However, she still insisted on her job and managed all the affairs of the cable company as a whole. Wang Debo had a stomachache and curled up in his seat with one hand on his stomach, the other held a cup filled with hot water, and his face turned livid because of the severe pain in his stomach. However, he did not ask for leave to go to the hospital to see a doctor. Instead, he took a rest for a while, endured the pain and continued to work on his post to deal with all the work in the workshop. Qian Fang once had a bad cold, dizziness and a sore throat, but she still stuck to her post and did not ask for leave to rest; chen Qian, the back office worker in the marketing department, often had diarrhea for a period of time because of gastrointestinal discomfort, but she didn't choose to ask for leave either. Instead, she continued to do a good job in customer maintenance and communication, as well as other work in the back office
... These are just the epitome of our cable people, and there are many persistence and struggle that we haven't seen.
In the past two years, I have learned a lot of knowledge in the cable company, and I have also seen many people and things that moved me. I will continue to stay here to learn and explore more knowledge and record More beautiful people and things.(Huang Yuan)
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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