Safety civilization is managed (excerpt)
Release time:
2020-07-22
safety civilization is managed (excerpted)
safety civilization is managed, because the "broken window effect" caused by lack of management is everywhere in reality. As long as the illegal behavior continues to "zero tolerance", can always continue to build the bottom line of social thinking and civilized habits. It is precisely because of the punishment of drunk driving that "driving without drinking, drinking without driving" has become a common practice in Chinese society; it is precisely because of the continuous development of the "blacklist of dishonest people" system that the number of old people who deliberately fail to repay their debts has begun to decrease; it is precisely because of the strict supervision system that people's trust index in online shopping is getting higher and higher.
In the creation of a national civilized city by the local government, there are sometimes many complaints. Invest so much money, but also restrict this and that can't be done, and non-compliance will be punished. It is better to give citizens more benefits., Improve living standards. But after two or three years, we often find that our personal qualities have been greatly improved, knowing what can and cannot be done, and the civilization of the entire city has improved.
is the same in our work. The occurrence of many safety accidents is not caused by backward technology, process and equipment, but caused by negligence of management. To grasp safe and civilized production, we must work hard on management. At present, the "5S " management implemented by the company is also one of the management methods.
Habit is punished, civilization is managed, but you cannot go into the misunderstanding of "punishment for management. There is a saying that all problems are management problems, and all management problems are manager's problems. Without management, habits, literacy, safety and civilization are empty words. Strict is the greatest responsibility. (Daye Peak Jiang Binhui)
Implementation of Full Management. "Safety Management, Everyone's Responsibility " is a frequently used safety management propaganda slogan. Formulating safety responsibilities for each post, signing safety responsibility systems at all levels, setting safety awards, etc. are common implementation measures. Each employee is included in the safety management system through job responsibilities, responsibility systems and incentive measures. However, the actual situation is that grass-roots employees will actively raise the hidden dangers of equipment and facilities, and rarely take the initiative to raise the hidden dangers of illegal behavior, thinking that raising them is offending people. The essence of safety management is to give full play to people's positive initiative, prevent risks and eliminate hidden dangers. As a safety manager, creating a good safety management atmosphere is the basis for the implementation of full safety management. Authorize grass-roots employees and provide opportunities to participate in the safety management platform, such as attending company safety meetings as nonvoting delegates, setting up more positive incentives and more heart-to-heart talks, management personnel setting an example to play an exemplary and leading role, safety KPI is linked to salary promotion, etc., instead of just on-site inspection and simple punishment for single behavior.
pipe production must be safe to implement. DuPont's many years of experience, safety management of good factories, the economic indicators are also very good. However, in the ideological understanding of some of our grassroots managers, it is actually "production with safety " and "safety is a matter of safety management department " . The ideological positioning is not accurate and clear, which makes it difficult to be meticulous and go deep into the employees in the work, and more post-event management is presented. As an enterprise, the ultimate goal is to achieve economic benefits. I understand that "pipe production must be managed with safety " is "pipe safety is managed with production " . The occurrence of a safety accident will affect the economic benefits of the enterprise, and the management safety is consistent with the management production objectives. Safety management requires on-site cleaning and rectification and material return, which is consistent with the material management objectives of production cost control. Safety management requires employees to strictly abide by safety operation procedures, production management requires employees to strictly abide by the process system, process accidents will increase the probability of safety accidents, and the goal is the same. Through the unified goal, the ideology of the middle and basic management personnel has changed to "pipe safety is pipe production " , which is a positive implementation of "pipe production must be pipe safety " .
Through new models and new methods, we can achieve safe, scientific and efficient management, and finally form a safe and civilized atmosphere for enterprises. DuPont Company has a safety management method called "Take two", Company holds a safety meeting. In addition to special safety meetings, the company takes two minutes to preach the safety of the meeting before each meeting, and takes two minutes to analyze the operation risk before each operation. Just like on the high-speed railway, "No Smoking " is played every few minutes, through repeated publicity, quantitative change to achieve qualitative change, will talk about security into a habit. Learn advanced management concepts, scientifically formulate safety work objectives, safety KPI assessment indicators, etc., and guide the transformation from accident management to risk management. For example, to formulate the assessment of safety accidents and avoid "-level continuous sitting system " , the positive role of conscientious personnel in all aspects of safety management should be highlighted. Similarly, personnel at all levels who subjectively violate the system, operate illegally and fail to implement safety responsibilities should be strictly assessed and included in the employee's personal ledger, which is fully linked to promotion, salary, welfare, evaluation and contract renewal, raise "Illegal Cost " . (Daye Peak Wu Xinqiong)
First of all, establish and improve the rules and regulations. In the first half of this year, there were consecutive safety accidents involving hazardous chemicals, either there were no rules to follow, or there were no rules to follow, and illegal operations, or the rules and regulations were not quantitative and detailed, and they were lenient. In short, ignoring basic management will lead to great disasters. Therefore, all aspects of production, ranging from hot work, equipment manufacturing, new device test run, large-scale overhaul, to wearing safety helmets and safety belts, need a series of rules and regulations, rewards and punishment methods. As the saying goes, "can't make a square without rules " , and the management of safe production, it all started with "" ".
Secondly, we must implement it. No matter how good the rules are, if they are not implemented, they will be useless. If they cannot be implemented, the problem of not being strict is very prominent. At present, among the main factors endangering safety, "three violations " (violation of rules, regulations and discipline) still ranks first. Therefore, while continuing to strengthen training and education, we must strengthen the rectification of "three violations " , especially for some key points in the area of "unacceptable " , and we must not be lenient. Serious violations that touch the safety "Red Line " and challenge the authority of regulations and standards must be severely punished with or without consequences, and the parties and their enterprises must pay high violation costs. Regulations are a natural protection for those who abide by the rules and regulations. For violators, it is a kind of "Killer " urging them to avoid illegal operation.
Finally, on-site safety management should be highly participated by all staff and coordinated by all departments. On-site safety management is a wide range of mass activities, and it is a process of self-discipline, self-management and self-improvement of employees. Employees are required to start from changing their own unsafe behaviors and uncivilized phenomena, and create a good environment conducive to safe production. Only the active participation of employees can be achieved. To do a good job in on-site safety management, it also needs the cooperation of various departments, and each department has its own responsibilities, so as to jointly do a good job in on-site safety management.
is safe when there is no danger, and it is complete when there is no damage. All these seem simple. None of the real accidents are caused by man-made intention, but it cannot be denied that there will be mistakes. As the saying goes, three points technology seven points management. In other words, safety depends not only on technology and products, but also on management, so safety civilization is managed. (Guizhou Huangping Cement Project Team Wang Zhijian)
First of all, let the safety production management personnel "Managed " . Therefore, investigating the safety responsibilities of managers in accordance with the law and urging them to pay attention to safety is a prerequisite for managing safe production. The newly revised "Safety Production Law" was implemented in , 2014 , , December 13, 2014. The new law puts forward stricter requirements in terms of accountability and standards. Firmly establish the policy and idea of "safety first, prevention first, comprehensive management " , which is not only a requirement for enterprise employees, but also a requirement and restriction for enterprise managers. If the management personnel put the production task in the first place, the string of safety production will be loosened, and the management of safety will only stay in words. Even in order to maximize the output , will be reckless and blind, which will lead to accidents and troubles sooner or later.
Secondly, let the management personnel involved in production safety "will manage " . In daily production activities, safety production involves many professional fields. To achieve refined, scientific and standardized management, it is necessary to use first-class management and team to escort. Through holding lectures and personnel training, we will strengthen the professional knowledge of managers and train "eyes and golden eyes " who are good at finding problems. Carry out various special inspections, and combine special inspections with comprehensive inspections, key inspections with daily inspections, regular inspections with irregular inspections, frequent reminders, frequent supervision, frequent inspections, and frequent prevention, so as to solve and eliminate the problem to the greatest extent. "three violations " phenomenon, to avoid production safety accidents.
third, is serious, serious. Safe production is easy to say but difficult to do. What is difficult is to be serious and serious. Practice has proved that Daqing's ", three old, four strict ", ", four identical " , Jihua's ", strict, meticulous, fast " , the old experiences and practices of safety management, such as care, care, perseverance and cruelty, are still effective. (Yunnan Jianfeng Chen Shiye)
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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