Wang Zhichun: "New Feeling" of "Old Infrastructure"
Release time:
2020-12-22
Wang Zhichun: The "New Feeling" of "Old Infrastructure"
In the past two years in Huang Ping, everyone said that Wang Zhichun was dark.
Huang Ping Jianfeng's colleague chatted and joked, and arranged a joke: Wang Zhichun returned to Jinhua's home on vacation, and his wife was shocked when she saw it: Who are you? Why are you running away from my home? Speaking of this, everyone had a good time, but Wang Zhichun argued seriously, "How can there be such exaggeration? I'm just that the place where the sun hits is dark, and the place where it is not is still white. So the colleagues laughed more happily.
Wang Zhichun is such a serious person.
Seriously, in Wang Zhichun's view, is the most basic quality that people who engage in infrastructure must possess. "Cement projects have invested hundreds of millions of dollars. No matter how advanced the equipment is and how advanced the technology is, it is useless to have any infrastructure problems." Therefore, Wang Zhichun to do infrastructure projects, always used to 1.1 the point to pick the details, the edge of the project along the corners are as good as possible, "infrastructure this piece if sloppy, in case of problems in the future is a big problem. If you want to give the company, give yourself a good account, you have to think more in advance, as far as possible to do the project to their own peace of mind, hand out peace of mind."
has been working for more than 20 years, and Wang Zhichun has almost lost all the large and small projects in the peak cement plate. In particular, he is a member of the preparatory group for the three projects of Daye Peak, Yunnan Peak and Huang Ping Peak. From the "three supplies and one leveling" of the construction site, to the civil construction of various buildings, to the road repair and planting of flowers and grass in the factory area, he has to worry about it. When the project is completed and put into production, everyone else will take care of the production, sales and equipment maintenance step by step. He has to wonder whether a piece of open space should be hardened or afforested, whether to plant trees or grass and other trivial matters. When the construction of the factory area is basically complete, it is almost time to pack a backpack and "go to a new battlefield.
However, even though he has experienced many battles, Wang Zhichun still thinks that Guizhou Huang Ping Jianfeng is the most unforgettable project he has ever experienced.
One of the unforgettable is the twists and turns of the process. Guizhou is known as the proverb "the sky is not sunny for three days". The construction of Huang Ping's peak is in the rainy season, and the weather with less sunny and rainy weather brings great trouble to the infrastructure construction. After the rainy season, the strong ultraviolet rays on the Yunnan-Guizhou Plateau have become a major problem for outdoor operations. Of course, these effects are nothing compared to the new coronary pneumonia epidemic.
The sudden outbreak has disrupted Huang Ping's original work schedule. The members of the preparatory team have already tried every means to go through twists and turns when they return to Huang Ping from their respective homes. Even if they return to the site, there is no one in the construction, the outsourcing unit cannot get in, and the ordered equipment cannot be shipped in. All of them are difficult problems. Wang Zhichun originally thought that the resumption of large-scale work was far away, or he would find someone to do some sporadic work in the factory area, so as to grab some time. But just after the organization, a notice not to start work broke his plan again. In those days, Wang Zhichun was so anxious that his mouth was full of bubbles. "If it weren't for the delay in the epidemic, I would have done a lot of things long ago." Two days before the ignition and kiln drying, Wang Zhichun also "nailed" the construction team to pour cement ground and make cement roads. Because the road surface has to harden for several days before it can withstand vehicles, it can only repair half of it first, and then repair the other half when it is hardened. "I feel that I don't have enough time every day."
unforgettable second, is personal progress. Wang Zhichun said that it is a good thing to do more projects and accumulate more experience, but it is also easy to form a mindset. However, Wang Zhichun jumped out of his "frame" for more than a year in Huang Ping's peak. In the later stage of the project construction, some collective research and determination of decoration style, material selection and so on made Wang Zhichun, the "old infrastructure" thinking a little behind. "Like the materials and colors of the roof of the storage yard, everyone took the color cards and chose them one by one for ages. I was still not steadfast in my heart. When I finally got a good look, it was really beautiful." In the traditional gray and blue systems of peak cement, the decorative tone of the main building of Huang Ping's peak is more "bright" and "jumping" blue, which is more youthful and energetic at the same time. "The group leader came to the scene and said that Wang Zhichun certainly did not choose it." Wang Zhichun said with a smile, "but if I do the next project, my thinking will certainly be much broader than before."
Now the production and sales of Huang Ping Peak are on the right track. Apart from the surrounding areas, most roads and greening are ready for the construction of the factory area. Although it is not as stressful as when catching up with the progress every day, Wang Zhichun is still busy, riding a small "electric donkey" around every day, finding problems and docking with the construction party for rectification at any time. "Now in winter, the trees and flowers have just been planted, and the growth is not particularly good. Wait until next spring, our factory must be extremely beautiful." (Reporter Fu Yiwu)
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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