Deep cultivation of chemical industry to do national industry
Release time:
2020-07-22
sailing against the current deep ploughing chemistry doing national industry
kang litao
general manager of Shanghai beika pharmaceutical technology co., ltd. chemical industry is very ill recently. From Tianjin Port to Lianyungang Port, the Yancheng Tianjiayi 3.21 accident pushed the chemical safety problem to its peak. The accident reflected many problems, such as the storage and management of multi-nitrocellulose, the control of high-pressure hydrogenation reaction, the construction of coal to gas and special operations, the storage of hazardous waste warehouses, the legal representative being the workshop director, the training and loose management of personnel, etc., which made people stand creepy. A week later, Yancheng City announced the permanent closure of Xiangshui Park. At the same time, the thermal power plant of Yancheng Binhai Development Zone, which is 15 kilometers away from Xiangshui 30 , cut off steam from all enterprises. More than 70 enterprises in production were all shut down. The resumption time is unknown and is expected to be at least half a year. At the same time, the park also requested that only 15-20 of the existing 130 enterprises remain.
I went to see the past two factories from Zhejiang and Shanghai, both of which are in the process of 2 project construction. As the investment scale is not hundreds of millions and the land area is less than 100 mu, there is no possibility of further construction. The invested in the early stage has been hit by Shui Piao. At the same time, a large number of factory managers are moving to northern Shaanxi, Inner Mongolia, Ningxia and Gansu. In the public opinion and ideological trend, the local people and outsiders are also full of hostility and criticism to the chemical industry, magnifying the environmental harm of the factory, comparing our factory to a scourge, and the chemical industry is in danger in China.
Why is this happening? As the head of two chemical plants, I often ask myself.
In recent years, I have visited at least 50 parks in China. There are three reasons for this: firstly, investors and shareholders are eager for quick success and instant benefits. A certain variety is launched in a hurry, while investors do not understand the operation characteristics of the chemical, equipment and chemical industries, which leads to being abandoned or shut down halfway due to process problems, industry cycle shutdown, safety and environmental protection, etc, to the integration of resources to bring huge waste and negative impact. The second is the lack of overall planning and operation of the industry. The chemical and chemical industry and its derived pharmaceuticals, pesticides, materials, fuels, electronic chemicals, daily chemicals, etc., have their own development laws, especially the parts involved in chemical reactions, which are technology-intensive, labor-intensive (under the condition that the degree of automation is not high), investment-intensive and resource-intensive industries, the factory needs continuous investment ability and improvement space in personnel, variety, technology, safety, environmental protection and capital, so as to make the factory a global standardized factory. The third is the market and innovation strategy. As the basic and strategic industry of a country, chemistry level determines the industrial level and equipment level of a country. How to set its own benchmark in the world's industrial forest, innovation ability is very important. What does innovation rely on? Rely on strategy and people, strategy determines the market positioning, by people to complete innovation and leadership, which is our industry is now the most lack of two points.
Now, facing the predicament of the chemical and chemical industry, I hope to change the attitude of more people around me towards chemistry in 5-10 and devote myself to chemistry. I also hope to sail against the current in my own work, cultivate chemistry deeply and strengthen the national industry of chemistry. North Carolina Pharmaceutical is an innovative and technological enterprise engaged in chemical pharmacy and pesticide. It has 300 employees and 400 mu factory. It has the full support of its parent company Jianfeng Group and Jianfeng Pharmaceutical. I hope to be a strong chemical and chemical enterprise with my own ideas and actions. Therefore, I must work hard in five aspects:
adhere to political correctness. The chemical industry must not tolerate any opportunism and cutting corners. It must be transparent and open in the specified areas. Employees should be informed and informed, and government and public information should be disclosed and jointly supervised.
Scientific Outlook on Development. Don't rush for success, fully demonstrate and complete due procedures from research and development, project initiation, drug application, safety assessment and environmental assessment, GMP production, market launch and other aspects, strive to become a benchmark enterprise in the industry, maintain the potential to become a leader in the industry, develop green chemistry ecology, and seize due opportunities.
Forward-looking talent view. In our industry, from the quality and research and development of drugs to the safety, environmental protection and automation of the site, all inputs must be controlled by people with corresponding capabilities. How to create an environment to retain talent? In addition to the change of the social environment and the promotion of the overall industry, we also need to give enough care to our employees. In addition to safety and environmental protection, there are also all-round care for life, entertainment, learning and education, marriage and family. At present, we have done a lot of work in joint school training, transportation and accommodation, leisure and entertainment, and we will continue to work hard to give everyone enough care and sense of security.
Fundamental changes in equipment and automation. Most factories are still kettle-type reactions, relying on crowd tactics and high-intensity shifts to save costs, but this has lagged far behind the fully automated production and continuous reaction processes of the same industry abroad, and we have lagged behind in design. Therefore, what needs to be considered now is how to keep materials away from the air, keep employees away from materials, create a good working environment for employees, and at the same time improve the quality and treatment of employees, so as to become a real industrial 3.0-4.0 enterprise.
Further strengthen industry research and integration. At present, many industries have overcapacity, and the integration of many industries after non-standard brings huge opportunities, so we need to study the global market in depth. Ten years of sharpening a sword, leaving enough time for planning and integration is very necessary. We not only want to make profits, but also have strategies and coordination to become the backbone of the chemical industry.
This year marks the 80th anniversary of "May 4th " Movement 100#. I also call on everyone to revitalize the fine chemical national industry with the May 4th spirit of "Patriotism, Progress, Democracy, Science " , so as to make our food, clothing, housing and transportation better, better serve our great health and make the Chinese nation stronger.
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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