Akihama Public Works Class: Guaranteed operation and reduced energy consumption
Release time:
2020-07-15
Qiubin Public Works Class of Jianfeng Pharmaceutical Factory is a team with an average working life of more than 20 years. This group of 8 people is responsible for the daily maintenance, operation and maintenance and technical transformation of Qiubin Factory, artificial bezoar production line, water station, product development department and the whole factory.
study frequently and continuously improve their business level
as mechanics and electricians, they have to inspect the equipment on the production line every day. where there is a failure, there will be mechanics. Tang Songnian, an electrician, said that when there were problems with the equipment on the production line of the Qiubin factory, they were all solved by themselves. One reason was that it took time to find the manufacturer's technicians to repair it, but the production could not afford to wait. Another reason is that the maintenance costs of the manufacturers are very high. In the face of urgent market demand, maintenance teams do not rely on each other to solve problems and ensure the normal production and supply of products. At the beginning of the establishment of
Qiubin Factory, a soft bag line, which was the most advanced at that time, was purchased and installed. All the equipment was imported from the United States. After installation, the debugging and maintenance were all carried out by the personnel of the machine repair team. Because it is all imported, there is a problem with the equipment, not to mention that it takes a long time for the technicians of the manufacturers to repair, even the consultation is not so convenient, so only the mechanics and electricians can check the data and study the equipment themselves. However, the instructions are all in English, and Tang Songnian can only rely on translation software to understand the equipment of this production line according to their own experience and knowledge. The employees of
Qiubin Public Works Class are all old employees of Jianfeng Pharmaceutical Factory. They have always attached great importance to the accumulation of experience, strengthened communication with equipment manufacturers in their daily work, and continuously learned new theoretical knowledge and improved their own business level in combination with the characteristics of fast updating of equipment technology. At the same time, according to the actual production needs, analyze the problems and improve the equipment, while ensuring the product quality, further improve the production efficiency and equipment operation rate, and reduce energy consumption. When working hours are busy, everyone uses the time after work to study. They feel that technology is constantly improving. If they do not strengthen their own learning, they will be eliminated by this society.
gives full play to its own advantages and actively carries out technological innovation
Qiubin factory area was built earlier. The equipment on the production line was the most advanced at that time, but according to the current technological requirements, sometimes the energy consumption of the equipment will be affected. In the face of such equipment, team members start from the standardization of production safety, try every means to use good equipment, optimize and transform the equipment, give full play to the maximum benefits of the equipment, and lay a solid foundation for production and operation. In 2019, the Qiubin public works and machine repair electrician team in energy saving and consumption reduction results significantly, the full year in the preparation, raw materials production increased by 10%, 50%, power consumption decreased by 266000, down 17.5 percent year-on-year. The staff of
team reformed the cold water control system that had been paralyzed for many years according to the problems found in the usual inspection and daily production. On the premise of not changing the function of the original design drawing, the frequency conversion technology was adopted to change the motor running speed, and the automatic timing function of equipment operation was added. After the transformation, the power consumption of chilled water decreased by 67% and the cooling pump decreased by 72%. The cooling tower is equipped with frequency conversion device, the frequency is changed to reduce the motor speed, and the operation automatic timing function is added, the energy consumption is reduced by 86%; The blower that runs 24 hours a day in the sewage treatment system is equipped with frequency conversion device to adjust the speed, thus reducing the electric energy, and the operation timing function is installed to reduce the energy consumption by 44%. The renovation of the external steam supply and drain pipelines has saved the steam cost by 163000 yuan and the whole year, reducing the consumption by 34%; through the transformation of water supply pipeline and the adjustment of water consumption mode of water station, adjust the parameters of concentrated water discharge control valve, reduce concentrated water discharge, improve the output of qualified water, reduce water consumption...
The transformation of these equipment, or the maintenance personnel in the daily inspection, equipment maintenance, or water station staff in the process of operation, through daily observation, and then according to their own experience analysis put forward reasonable suggestions. The workshop conducts a reasonableness assessment based on these recommendations, and then implements the responsibility for rectification. Tang Songnian said that these renovations were designed, drawn drawings, bought materials and installed and renovated by themselves. Since they are all changed on the original basis, the scope involved will be wider than that of the newly installed equipment, and there will be more restrictions and considerations. Therefore, it will take several days to draw the drawings for each transformation. Time, repeated modifications can be completed, which is also the most energy-consuming link in the transformation process.
Public works class employees have a strong sense of belonging to the enterprise. They really take the enterprise as their home and think about the enterprise from the heart. This is also the influence of the peak culture accumulated for a long time. In normal work, all employees actively find problems in their own jobs, put forward reasonable suggestions, reduce energy consumption while ensuring the normal operation of equipment, reduce costs for enterprises from all aspects, and enhance product competitiveness. (Reporter Ni Yingzhen)
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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