The spikes who held fast in the war "epidemic".
Release time:
2020-07-15
大冶尖峰
身在疫情重灾区 生产防疫两不误
按照最初的计划,大冶尖峰1月22日开始放假,进入值班生产状态。但是,1月21日上午,集团公司副总经理、大冶尖峰总经理张峰亮在内部微信群发送了一条通知和一条关于新冠肺炎知识的推送消息,与之前官方报道的“可防可控”相比,大家感受到了一丝危险的信号。集团公司也在当日下发了《关于防范新冠状病毒肺炎的通知》,大冶尖峰各部门积极应对,迅速开展防控措施。对员工进行疫情知识宣传,紧急采购物资,值班人员疫情摸排,只留生产保障人员,厂区进出实行管制。
各部门在放假期间,也通过短信、微信等形式宣传防疫知识、疫情信息,让每一位员工了解疫情的严重性,提高警惕,避免去往武汉,同时对值班人员进行疫情摸排,有疫情接触史的人员立即安排就医检查,并对值班人员进行了调整。
留守在厂区值班的副总经理陶业成组织召开紧急会议,调整值班方案应对疫情,确保窑正常生产。采购部、环安部紧急进行口罩、测温仪、酒精等物资的采购。采购部在1月22日采购回厂2000只口罩,全厂每位员工离厂前发放5个,1月26日再次采购5000只口罩到厂,酒精、喷壶、橡胶手套等采购一批次,环安部组织上门提货。
1月23日,大冶尖峰开始厂区通行管制,谢绝外来人员来访,严格落实厂区人员管控;封闭东门、西门,所有人员在中大门通行,必须戴口罩、进行测温和疫情摸排登记;超过37.3℃人员严禁入厂、劝离就医检查。大冶尖峰还给春节期间外协的留守人员(11人)安排宿舍集中居住,安顿好他们的生活,让他们安心在大冶尖峰过春节。
大年初二(1月26日)开始,大冶尖峰安排专人负责对值班室、办公室、中控室、食堂等进行定点、定时消毒。鉴于疫情形势严峻,1月27日,大冶尖峰以春节值班小组人员为主,成立了疫情防范领导小组,总经理张峰亮任组长,值守的副总经理陶业成任执行组长,各职能部门负责人担任组员,层层落实疫情防控措施;及时疏导员工心理压力,宣传病毒防范知识,全力做好生活保障,加大厂区消毒力度。值班人员驻厂,休假人员保持手机畅通、联系工作。
大冶尖峰身在疫情的重灾区,随着疫情的发展,每日激增的确诊人数,厂区周边村镇相继出现确诊病例,封村、封路,值班人员承担着极大的心理压力。环安部在中控楼、中大门、食堂设立了疫情告知栏,张贴各类病毒防范知识,让员工知晓,减少员工的恐慌心理。
2月2日停窑后,大冶尖峰加大了厂区消毒力度,在用75%酒精对人员活动区域消毒的基础上,利用余热发电制水系统“次氯酸钠发生器”的富余能力,自制次氯酸钠消毒液(漂白水),对厂区办公楼、中控楼、宿舍楼、厕所等区域大面积进行消毒作业。既起到病毒消杀作用,也对员工心理起到了稳定作用。
停窑后,疫情防范领导小组组织值班人员驻厂,减少人员流动,同时编排开展打窑皮、拆除篦冷机风机电缆等检修准备工作,尽可能为大修争取节约时间,身处疫情重灾区,生产防疫两不误。期间,值班人员经常会接到休假居家领导、同事的电话、微信信息,嘘寒问暖,关心我们的安全,提醒我们做好防护,关心厂里生产,让我们在疫情重灾区的值班人员,深深感受到团队的关怀。
2月9日,大冶尖峰管理班子返回企业,进一步全面安排落实疫情防控和复工工作。疫情还在持续,但我们有信心在集团公司领导下,守好厂区,平安顺利渡过疫情。(吴新琼)
云南尖峰
防疫阻击战 我们在行动
1月27日,云南尖峰成立了防范新型冠状病毒肺炎排查领导小组,总经理周纪平担任组长,方旭华、刘升华、谭国坚担任副组长,各部门负责人担任组员,分头落实、层层防控。留守值班的副总经理刘升华负责春节期间云南尖峰防疫、生产相关工作的具体实施落实。
云南尖峰春节期间也在生产,针对人员多、防范困难的情况,云南尖峰各部门及时防范,积极配合当地政府部门排查工作,严密监视返回上班人员情况,详细登记返厂人员行踪,凡是去过出现发病地方人员一律隔离。云南尖峰要求上班人员进厂佩戴口罩、测体温;外来人员详细登记人员信息后检查口罩佩戴情况、测体温;向运输水泥和原燃材料的驾驶员发出告知书,提醒驾驶员进入厂区必须测体温和佩戴口罩,没有特殊情况不能下车活动交谈,减少交叉感染几率;通过微信群、电子屏、班组会、宣传栏等各种形式,向员工宣传疫情防控和应对措施等相关知识,减少员工的恐慌心理,凝心聚力,坚决打好疫情防控战。
春节期间的连续生产,加上疫情影响导致销售的基本停滞,云南尖峰的水泥、熟料已全部满库,而原燃材料也受疫情运输的影响基本使用殆尽。针对这一情况,云南尖峰窑系统停机进行检修,但是外协和参修队伍等往年的重要检修力量因为疫情的影响难以组织到位,为此云南尖峰组织包装、粉磨、小破等完成本系统工作的同时,抽调一切内部人员参与检修。
由于后续的复工条件不明朗,总经理周纪平要求检修将原计划的15天缩短到10天,时间紧、任务重,非专业人员多,云南尖峰在检修会上重点对检修安全和检修质量做了详细部署,安环处和其他系统协助人员在检修期间不安排正常休假,每一样检修作业都设置了安全负责人,对检修过程中的危险有害因素进行了详细的辨识和人员的教育。目前检修工作正有条不紊地落实,预计能在月底前完成全部检修工作。(赵玉谦 祝建锋)
尖峰大药房
积极寻找货源 全力保障供应
新冠肺炎疫情发生以来,尖峰大药房迅速启动应急预案,成立疫情防控领导小组,积极寻找货源,保质保量不涨价,全力保障供应,全面出击助力打赢疫情防控阻击战。
1月21日,疫情刚刚爆出来,尖峰大药房就开始通过各种渠道采购口罩、酒精、消毒液等防疫用品,但由于正值春节期间,大部分物流都已停运,找到货源后就只能自己去运,而仓库的车要给门店送货,经常就是员工自己开着私家车过去运货。“春节期间,孝顺那家厂家我们就去了几十次了,大多数时候都是我或者陈珂去,希望能够到厂家那边‘刷个脸’,多‘抢’一点物资回来。”项顺姣说由于疫情形势严峻,在厂家门口守着的人很多,每次去厂家那就是希望能够多拿点物资回来。
有一家一直合作的供应商,90%的员工是湖北籍员工,春节期间只有两个人值班,发货都成了问题。每次打款过去,头一天晚上联系好,第二天一大早,大药房仓库的驾驶员就赶往萧山去提货,因为是无接触提货,所有的装车都是驾驶员自己完成,为了能第一时间把物资运回来给消费者,都顾不上吃中饭,有时候中午过去要晚上7点多才能赶回来。有一次的口罩凌晨才能送到,大年三十的凌晨,陈珂接到电话后从家里赶到公司接货,项顺姣在家里也一直询问着情况,知道接到货了才放心睡觉。
“疫情期间采购回来的消毒液、酒精等物资,因为是临时增加的,包材是一个问题,同个厂家的产品每次都是不同的包装。而且由于厂家人员紧张,经常标签都没有贴就发过来了,只能组织后勤人员回来加班自己贴标签,贴好后再送到门店,经常是一到门店几分钟就被抢光了。”陈珂说,大药房女员工居多,给几百瓶10斤装的消毒液贴标签需要搬来搬去,但大家也都没有怨言。仓库来不及送货的时候,都是各门店经理自己到总部提货,有的女同事自己搬不动还拉上了家属来帮忙。
疫情期间,尖峰大药房始终坚守一线,所有直营店全部正常营业。总经理项顺姣、副总经理陈珂、质量总监庄林芳春节期间每天加班,除了睡觉,手机基本上没有安静过,每天就是催与被催的状态,她们催着供应商和厂家,希望能早点拿到货;而门店也每天询问着物资的到货情况。
大药房的大部分员工也都放弃假期休息时间,就为了能够保证门店的供应,为金华市的疫情防控工作提供物质保障。大药房负责非药品采购的盛梦瑶还在孕期,为了能够找到更多的货源,保障门店的供应,春节期间她没有休息一天,坚守在自己的岗位上;质管部的周宁在家里的电脑上安装了做首营资料的系统,每天都守在电脑前,随时对这些资料进行审核、补充;仓库的驾驶员除了送货外随时准备着去厂家那货;疫情期间的物资采购都需要先打款才能排队发货,财务的人员也是随时准备着……
药店是战“疫”的前线,为了保护员工,防止交叉感染,尖峰大药房为门店员工口罩和手套,所有门店严格执行公司统一制定的门店消毒和员工个人防护措施;根据政府要求,尖峰大药房所有门店对每一位进店顾客测量体温,并对购买退烧、止咳类药品的顾客和发热顾客进行实名登记,并在每天下午4点前上传至市场监管局的系统,充分发挥防疫“哨点”的作用。这无形中也给店员增加了工作量。
项顺姣说,那段时间她除了操心货源的事情,最担心的就是员工的安全问题了,为了减少店员与顾客的接触时间,大药房对店员的上班时间进行了调整,从原先的两班倒改成一天一班。尖峰大药房的很多门店都在医院周边,碰到有发热症状的顾客,一开始员工们也有恐慌,不知所措,大药房的经营班子也会经常到门店去,检查疫情防控情况的同时,也跟店员们沟通,安抚情绪。
在这个特殊的春节,虽然大部分员工都没有休假,门店的店员们更是坚守在战疫的第一线,但是大药房的员工们没有过多怨言,大家团结一心,克服种种困难,无私坚守,有效保障了药品、防疫物品的供应。(记者倪颖珍)
药业公司中心化验室
战胜疫情 坚守岗位
金华的疫情防控工作在春节假期前就开始了,药业公司某干混悬剂的三批工艺验证正好需要在春节假期完成。1月20日前,中化已经完成了相关工艺验证和某干混悬剂制剂的样品检验(共计约365个样品)。为了确认生产时某干混悬剂中间产品在室温条件下的贮存时间(各中间产品自生产完成后,需在室温条件下存放10、15、20、30等天后,取出检测相关项目,并根据检测结果来确定各中间产品在室温条件的存放时间),还需要继续跟踪检测。另外某产品注射剂预计4月现场核查,车间计划2月15号投入生产来完成清洁验证,中心化验室需在生产之前完成相关物料的分析方法确认和样品检测。因此,中化根据实际需求,在春节期间安排人员进行了加班。
春节期间,新冠肺炎疫情爆发,相关机构医护人员、科研人员等都坚守在岗位上,与新型冠状病毒感染的肺炎疫情作斗争的时候,我们中心化验室的人员也克服疫情防控的种种影响,坚守在自己的岗位上, 1月26日、2月1日以及2月3日至9日的放假期间,中心化验室的员工周佩、徐玲莉、包菁菁、王慧珍、李旭金、孙舜静、钱哲明、李婷、俞越等分批加班,按照防控要求穿戴好防护用品,在做好个人安全防护的同时,不折不扣、保质保量地完成相关检测任务,共完成某干混悬剂存放时限样品11批次,检测项目包括性状、水分、有关物质、含量测定、耐酸力及微生物限度;某注射剂起始原料的有关物质和含量测定的分析方法确认及样品检测。加班期间,尖峰制药厂也为我们提供了帮助,受疫情和春节假期影响,外面的餐饮店和制药厂食堂都停业了,为此,制药厂特地为我们准备了方便面等食品,为大家解决吃饭的问题。(韩英)
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07-31
The company requires each business segment to formulate medium-and long-term business plans.
According to our newspaper, "if an enterprise wants to develop in the long run, first of all, managers should have a long-term vision." On July 24, when general manager Yu Jianhong deployed the work for the second half of the year at the semi-annual meeting of the group company, he specifically asked all enterprises to formulate specific medium-and long-term business development plans for the next three to five years according to the industrial development trend and the group development strategy. Before making arrangements for the specific key work in the second half of the year, Yu Jianhong emphatically put forward the requirements for each business sector to formulate a business strategy plan for 2016-2018 according to the industry development trend and the group's development strategy. Yu Jianhong pointed out that the current group company's strategic decision-making and strategic development capabilities and efficiency still need to be improved. The publicity, understanding and implementation of the group's development strategy by various companies are not in place. The lack of medium and long-term business planning in each business sector restricts the business of the company. Development, cultivation of core products and profitability, construction of product brands, improvement of business scale and comprehensive strength. Last year, the group company asked the international trading company to formulate three-year work objectives and sign a three-year economic responsibility system with the company's management team. The actual effect shows that this has made the management team's management ideas clearer and more scientific and rational in terms of target setting, work arrangement and business development. For this reason, the group company put forward the requirements for the formulation of medium and long-term development plans for each business sector at this meeting. According to the industry characteristics of each business segment, market environment and other specific circumstances, the company makes requirements for the key content of the development plan of each business segment. For example, the pharmaceutical sector focuses on sales growth targets for key profitable products, product development and
2020
07-31
The company requires each business segment to formulate medium-and long-term business plans.
According to our newspaper, "if an enterprise wants to develop in the long run, first of all, managers should have a long-term vision." On July 24, when general manager Yu Jianhong deployed the work for the second half of the year at the semi-annual meeting of the group company, he specifically asked all enterprises to formulate specific medium-and long-term business development plans for the next three to five years according to the industrial development trend and the group development strategy. Before making arrangements for the specific key work in the second half of the year, Yu Jianhong emphatically put forward the requirements for each business sector to formulate a business strategy plan for 2016-2018 according to the industry development trend and the group's development strategy. Yu Jianhong pointed out that the current group company's strategic decision-making and strategic development capabilities and efficiency still need to be improved. The publicity, understanding and implementation of the group's development strategy by various companies are not in place. The lack of medium and long-term business planning in each business sector restricts the business of the company. Development, cultivation of core products and profitability, construction of product brands, improvement of business scale and comprehensive strength. Last year, the group company asked the international trading company to formulate three-year work objectives and sign a three-year economic responsibility system with the company's management team. The actual effect shows that this has made the management team's management ideas clearer and more scientific and rational in terms of target setting, work arrangement and business development. For this reason, the group company put forward the requirements for the formulation of medium and long-term development plans for each business sector at this meeting. According to the industry characteristics of each business segment, market environment and other specific circumstances, the company makes requirements for the key content of the development plan of each business segment. For example, the pharmaceutical sector focuses on sales growth targets for key profitable products, product development and
2020
07-31