The feeling of visiting the pharmaceutical factory
Release time:
2020-09-11
Pharmaceutical Factory Visit Feelings
7# On March 10 , the pharmaceutical company held a thematic training on "How to Write Press Release " and led the correspondent to visit the pharmaceutical factory. 2 years later, I returned to this "familiar battlefield " , thinking of the work scene of the workshop site QA and the craftsman in those days: watching the key positions to see the personnel operation process, following the workshop master to learn the post operation skills, and shuttling between the workshop and the central control laboratory to deliver samples every day, review batch production record ... The sense of urgency that counts against the clock, the frustration of lack of expertise and skills, always forces yourself to seek progress. In the pharmaceutical factory after the integration of
, the QAteam is reorganized. Although the personnel are young, they have ideas and are steadfast and willing to work. The safety and environmental protection management of the factory has been strengthened. Checkpoints and entrance guards have been set up at the entrance of the explosion-proof area. Non-factory personnel are not allowed to enter the factory without safety training, safety equipment and authorization from the factory leaders. The whole process of numerical control is implemented for sewage treatment and discharge, waste gas collection and spray incineration, rainwater discharge and other links, which is convenient for data traceability, and remote monitoring of the operation process is enabled. Managers can also check and supervision in real time; the factory has implemented internal control standardization, added some visual image publicity elements, and pasted positive energy slogans on the walls of the workshop office corridor to enhance the cohesion and centripetal force of the production team. Boldly set up a youth management team in the workshop, increase the training of youth teams in key positions in the workshop, and use the model of "old with new, strong with weak " , arrange a group of young people with ideas, innovation, and solid professional knowledge and skills to reasonable positions. These are all the changes in the pharmaceutical factory that I have seen and learned during this visit. Watching these changes also made me feel a lot.
Quality is the life of an enterprise. As a quality management personnel, I think whether it is a production enterprise or an operating enterprise, it can form an internal quality management system of the enterprise according to the 5key elements of personnel, equipment, materials, documents and environment, and carry out compliant production and business activities according to the system requirements and internal control standards. The production department strictly adheres to the quality control, makes efforts on these key elements, and supervises the implementation department in detail to ensure the quality compliance of the products. In the retail link of the business department, we have the most contact with patients. Now the complaints of patients have shifted from the price to the quality of the products. In addition to the appearance, the quality complaints are the use effect of drugs. In addition to the daily quality checks of drug administration and medical insurance, retail chain departments will encounter "alternative supervision " of "unannounced visits and anti-counterfeiting " personnel from time to time. If the inspection results of the latter are exposed to the media or the Internet, it will be for a retail pharmacy or even the entire operating enterprise, there will be threats ranging from small to large numbers of loyal buyers to "shutdown " . Therefore, we must always stay awake, do not step on the red line, do not touch the bottom line, avoid behavioral activities that can cause hidden dangers, and ensure the healthy and sustainable development of enterprises.
In strict quality at the same time, but also further innovation. In the development process of Jianfeng Group, we saw the boldness and courage of "dare to be the first and dare to be the first " from Du Zihong, the former head of Jianfeng Group. He led Jianfeng people to turn a small cement factory into the first listed company in China's cement industry. Since the current chairman Jiang Xiaomeng took office, the group has always adjusted the company's industrial structure, established the market with quality and brand, and strived to be the "leader " in the professional field, centering on the strategic idea of "cooperation and innovation to strengthen the main business, standardizing science and seeking development " . Over the years, Jianfeng Pharmaceutical has implemented the intellectual property policy of "intellectual property rights help enterprise development, scientific and technological innovation creates a century-old peak " , and actively cooperated with China University of Science and Technology, Zhejiang University of Technology, Sichuan Institute of Antibiotic Industry and other units to jointly build a scientific research innovation platform integrating "production, learning and research " , according to the development direction and market positioning of the group company, we have actively carried out scientific research and achieved fruitful results.
In addition to technological innovation, we also need innovation in management mode. First of all, managers should "down-to-earth " , often go to the grass-roots level, listen more to public opinion, solve people's worries, and tap skilled talents. Set an example, learn more and ask more, listen more and do more, master new ideas and skills in a timely manner, and solve problems in key steps in a timely manner. Secondly, enterprises should strengthen the training of talents in professional fields, carry out more lectures and training in professional fields, and expand the talent team. At the same time, enterprises should also carry forward the positive patriotic spirit internally, infiltrate the positive energy into the managers of each class and the employees of each department in a horizontal and vertical way, so as to enhance the employees' sense of belonging, mission and responsibility. (Lang Minxiao)
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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