I'm on the spike for thirty years
Release time:
2020-08-14
I stepped onto the stage as a representative of the old employee who served the peak for more than
years to receive souvenirs from the leaders of the group company at the peak 30 years 11 3 and the peak entrepreneurship 60 anniversary party. At that moment, my excitement was hard to express, and I also remembered the little things since I entered the peak.
I remember that it was 1988 8 28 . I stepped into the peak with excitement. After a week of training, I was assigned to the raw material workshop to fight back and break as a crushing worker. At that time, in the vertical kiln cement plant, because there was no large crusher, the particle size of limestone entering the crusher could not be greater than 30 cm, and those larger than the requirements must be crushed by the conveyor chain plate machine, thus having our type of work. Due to inexperience, after a shift, my two calves were full of wounds pierced and marked by splashed stone debris, and there was blood everywhere. It was miserable. Fortunately, under the careful guidance of the old master, after a few days of training and mastering the skills, the work will save more effort and less injuries.
Six months later, my efforts were recognized by the workshop management and I was transferred to the workshop maintenance team as a repairman. Under the leadership of the masters, I quickly mastered some basic knowledge of equipment maintenance, and was assigned to be a maintenance worker on duty in less than three months. At that time, there was a lot of equipment renovation and upgrading work in the factory, and the gold mud factory was preparing to apply for a national secondary enterprise. perhaps because of a certain understanding and previous carpentry work, the spare parts I made were more practical and beautiful than those made by others, so the workshop adjusted my work, mainly making spare parts and on-site renovation, to control running, running, dripping and leaking. According to the backward production technology at that time, we were able to clean up the workshop floor with mops and verify the equipment hygiene inspection with white gloves. The efforts we made can be imagined. It is also with the concerted efforts of all the staff that we have achieved very good results.
In January of 1990 , I was transferred to the Group's mechanical and electrical power plant to learn sheet metal technology from my master. That was the period of vigorous development after the formation of the group. The workload of plate making was very large, and it was also the best time for our young people to learn technology. Every day, I did a good job of lofting and marking, and went to rob the cutting gun and electric welding pliers, "forcing" the electric welder to teach me gas cutting and electric welding-due to the relatively fine division of labor at that time, the sheet metal worker was responsible for lofting, marking and patching. gas cutting and welding were all the work of the electric welder, and everyone's code had to be typed after the workpiece was completed and accepted. if the quality of gas cutting and welding was poor, the electric welder. In this way, after ten years of hard work, my technical level and organizational ability have been improved and recognized by my colleagues. 2001
1 , I became deputy director of the mechanical and electrical workshop. This is not only a change of position, but also a change of function. In the past, you only need to do it yourself. When you become a deputy director, you not only need to be able to do it yourself, but also lead the workshop staff to work hard, improve the overall skill level, and improve the maintenance. Quality and work efficiency. In those years, the technical transformation, maintenance, and repair of the old and waste in the mechanical and electrical workshop were carried out vividly and won a lot of praise. With the development of the peak, we have also got more and more room for development.
5 April 8 , I walked out of Jinhua with uneasy feelings and reported to Fuyang Jianfeng Dengcheng Cement Co., Ltd., the first stop of the peak "out of Jinhua to run cement", where there was our first new dry rotary kiln production line of the peak. When I came to a strange working environment, came into contact with a strange production process, and saw such a large equipment for the first time, I was a little shocked and soberly realized that I had to learn again. According to the work arrangement, I was initially responsible for the management of the mechanics. During that time, I followed the technicians of the equipment manufacturer to debug the machine every day, constantly learning and groping, and the concept of equipment management completely changed. In a few years, I have grown from a mechanic supervisor to an equipment engineer. The equipment management level of the enterprise is getting higher and higher. The effective operation rate and the control level of machine material consumption are in the forefront of peer enterprises.
2015
1 , I went out of Zhejiang and came to Yunnan Jianfeng Cement Co., Ltd. to take on the equipment preservation work of the whole enterprise. This is a new challenge for me. It happens that the enterprise is adjusting its management mode, from full participation in equipment management to security personnel responsible for equipment operation, maintenance, inspection and management. My work content has increased and my responsibilities have become heavier. To this end, I started from the aspects of working plan formulation, strengthening equipment inspection, carrying out predictive maintenance, training staff skills, improving maintenance quality, etc., and worked together with my colleagues, and the operation rate of the main engine increased year by year. I changed many positions and made some achievements in the peak
years, but what makes me more happy is my personal progress in this process. He entered the factory in 1988 , completed the Senior high school study of night school in 1992 , passed the senior worker in 1998 , was appraised as a technician in 2000 , obtained the junior college diploma in 2003 , was appraised as a senior technician in 2007 , and obtained the qualification of equipment engineer in 2009 , step by step, I grew up with the spikes. Here, I would like to sincerely thank the peak to give the platform, so that I can witness their growth, fully display their talents. In the days to come, I will work with my colleagues to make continuous efforts for the grand goal of "one hundred years peak! (Lou Xuxin)
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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