Daily accumulation is the cornerstone of paving the road to success
Release time:
2021-03-12
Pharmaceutical Company 2020 Outstanding Scientific and Technological Worker Pharmaceutical Company Product Development Department Liu Yang
I have been engaged in the research and development of bulk drugs since I entered the company in 2013 . I cherish the title of "Tech Worker " , because to have technology is to have the power of innovation, to create unlimited possibilities. Therefore, as workers in the pharmaceutical industry, we must have a pattern that is in line with the domestic first-class pharmaceutical companies, and we must also dare to establish the ideal of catching up with the world's advanced level of medicine. We have the responsibility and ability to make technological breakthroughs become an important force in the development of our enterprises. After so many years of research and development work, I know very well that the nature of scientific and technological work requires the accumulation of a lot of basic work, repeated verification and attention to details, and finally qualitative changes can be caused by quantity.
Looking back on the past year, it was full and full of difficulties and challenges. Last year, it was notified in January 19 that the National Evaluation Center would conduct on-site verification of the esomeprazole sodium project we declared in February 21 4 . However, the process of raw materials has not been verified on the modified equipment. It only took more than 3 months and the Spring Festival holiday in the middle. We only had the chance to find problems in production in batch 1 trial production. We used batch 2 to verify the feasibility of the production plan. Batch 4 as the on-site dynamic verification batch must be safe. During the trial production, there were many problems, such as excessive impurities in the products and blocking materials during the preparation of intermediates. It can be said that the operation of the trial production process was not smooth, and the quality of the products obtained was not good. As soon as the trial production is over, we will summarize all the problems in time and analyze the reasons step by step. For example, the impurity exceeding the standard is due to the key process of the project: the reaction conditions required for oxidation reaction are relatively harsh, and the new equipment in the workshop cannot do experiments like in the laboratory, and the temperature control and feeding are very accurate. While we were discussing how to increase the ability of equipment control through small improvements, we were thinking hard about other countermeasures, and the on-site operator said: "This side of the fine process is simply not suitable for large-scale production! " This sentence made me suddenly realize that I used to think that the more detailed and accurate the process, the better, but now it seems to be a misunderstanding. Because if the operating parameters of a process are very accurate, every production should be more careful, which will undoubtedly increase the risk of production failure. However, if the parameters of the process are in a very wide range, the operator can ensure the product quality as long as he follows the relevant procedures and does not need very fine operation. Of course, the process with wide parameters is better. Therefore, with this idea in mind, I came back to consult the literature, read the summary of previous experiments, analyzed the reaction conditions of the oxidation process one by one, and proved my idea through 10 batch of small-scale experiments. After that, the conditions for the oxidation reaction were appropriately relaxed, and at the same time, with the improvement of equipment, in the following batches of production, the key process was basically stable, impurities were controllable, and the reaction law was clear.
In addition, the problem of intermediate blocking the pipeline occurred during the trial production, which not only affected the quality and yield of the product, but also increased the difficulty of the production operation. A simple crystallization rejection and filtration process can be completed in normal2 hours, and our trial production took more than 8 hours. This intermediate itself is easy to agglomerate quickly. We have many methods to deal with agglomeration in the laboratory trial production process, but it is completely impossible to enlarge the production. If this difficult problem is not solved, the on-site verification will definitely fail. In the face of this problem, I pondered hard for a few days. The experimental phenomena that I had done before kept flashing in my mind. It suddenly occurred to me that this intermediate had a very short forming period when it was separated out. The key to solving the agglomeration lies in this short forming period. It hasn't come out earlier, and it has already formed hard lumps if it is later, so when I do this step of production, I will keep a close eye on the forming time. As soon as the forming period arrives, I will immediately increase the stirring speed and cooperate with the impact of the air flow to prevent the material from forming hard lumps. Finally, after 2 batch production attempts, the problem was successfully solved and the production cycle was greatly shortened.
Through the concerted efforts of various departments, esomeprazole sodium successfully passed the on-site dynamic inspection in4 and the compliance inspection of GMP in 11 , and successfully obtained the production license. In addition to the esomeprazole sodium project, last year I also did a lot of work for the verification of imatinib mesylate application, which ensured the smooth progress of the verification production now.
shared so much, I think as a scientific and technological worker, we should not only have lofty ideals and firm confidence, but also pay attention to basic work, be patient and not let go of details. Ideal and confidence are like road signs, and the accumulation of daily work is the cornerstone of paving the road to success. The two complement each other and are indispensable. Only in this way can we truly achieve"to set up a peak ambition and make a high-quality medicine " , turn our work into an important part of promoting the development of the company and grow together with the enterprise.
(according to Liu Yang's speech at the summary commendation meeting of the pharmaceutical company)
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
Contact Us
No. 88 Wujiang East Road, Jinhua City, Zhejiang Province, China
Tel: +86-579-82326868
Fax : +86-579-82324666
©2023 Zhejiang Jianfeng Group Co., Ltd. Powered by: www.300.cn SEO Business License
SAF Coolest v1.2 设置面板 SHJSS-AHDB-FSSQE-ZSW
无数据提示
Sorry, the current column has no content !
You can view other columns or return to Home Page