The focus of institutionalized safety management
Release time:
2020-08-14
The focus of institutionalized safety management
1. the concept of institutionalized safety management
Management management is "managed" first and then "managed". This is a common saying of the older generation of leaders, which means to sort out things first, sort out ideas and methods, then restrict and restrict people's activities, and "make sense" in the process of pursuing rationality ". The so-called system is the measure of moderation of people's behavior, in which "system" refers to moderation and "degree" refers to the scale.
The institutionalization of safety management is the forerunner of safety standardization. It means that according to the relevant safety laws and regulations of the country and the industry, fully considering the actual situation of the enterprise, absorbing the wisdom of internal parties, and drawing on the experience of advanced units, the repeated events and concepts in safety work are sorted out, and after analysis and comparison, the relevant parties make unified regulations after consensus, let everyone follow the rules in all aspects of safety.
2. the importance of institutionalization of safety management
people are exhausted. when the enterprise expands to a certain scale and the related safety affairs such as facilities and personnel become complicated, safety systems and rules must be formulated. when dealing with daily safety affairs, employees do not need to rely on the observation of leaders to see the wind and steer, so as to ensure that the safe operation tends to be standardized and efficient. Using the system to manage people can also nip the daily problems and contradictions in the bud and ensure the harmony within the enterprise. For example, a small pile and a thin chain can tie an elephant because the elephant is tied at the baby elephant stage and is used to recognition. When the baby elephant grows up, it can easily break free without struggling. The internalization of the safety management system as part of the staff's thinking, the formation of unwritten "truth", with the system to speak, this is a high level of safety management, "internalization" and the implementation of the system is also an important process of safety education.
All successful companies have a set of systems with their own characteristics. Jianfeng Group has always attached great importance to institutionalized management, choosing safe and civilized production as a breakthrough in corporate management, establishing rules and regulations, and formulating safety meetings and safety The core management systems such as inspection, reward and punishment assessment, and safety one-vote veto ensure that various safety tasks are connected with each other, and things start and end well. After entering the new stage of development, it is constantly supplementing and expanding the safety management system, making safety from fragmented management to systematic, systematic, and standardized management. Safety managers rely on the system to fulfill their safety responsibilities well.
3. how to carry out institutionalized safety management
to establish a system, we must fully consider its feasibility and operability
when establishing the system, we must fully consider the actual situation and tradition, and have strong pertinence to ensure that the system can be recognized and supported by most employees and facilitate the smooth implementation and implementation of the system. On the other hand, at the beginning, the security system is not as many as possible, nor is it as strict as possible. The key lies in whether the system is feasible and has good operability. The improvement of the safety system is a process of continuous supplement and circular improvement. If some systems cannot be implemented temporarily, they can be postponed for a while, and then implemented after the system itself is feasible and operable. When learning from the advanced management system, the formulation of the system should be more suitable for our own situation. If we copy and copy the system mechanically, we will not be satisfied. There is a saying that what is suitable is the best.
To implement and implement the system, we must maintain its seriousness
Many contents of the safety management system are the summary of the experience and blood lessons of ourselves and others, so it is a serious love for employees. The safety management system is the embodiment of enterprise safety work.
In the process of implementing institutionalized management in enterprises, it should be strictly guaranteed that the system can be implemented fairly and openly, and there should be no specialization in front of the system. There is a very vivid saying on how to implement the safety management system-the hot stove rule. all rules and regulations should become a red-hot "hot stove". it has 3 characteristics: first, it is warned in advance that this stove is red-hot, and one can know at a glance that it can burn people; Second, no matter how high or low, whoever touches it will burn it. Third, it's really hot, it's not about putting on airs and scaring people. To ensure safe production, it is not enough to have a safety management system. It is necessary to follow the "hot furnace rule", implement the safety management system to the letter, and promote the implementation of safety operation procedures. There are no rules and regulations. Safety management must form a good atmosphere in which everyone abides by the safety system and mutual supervision and restriction to ensure the seriousness of the system.
Enhance Innovation Awareness , Prevent System Rigidity
System innovation is an important way for enterprises to enhance their core competitiveness. When establishing a safety management system, there should also be room for the perfection and continuous improvement of the safety system in the future. Over the years, Jianfeng Group has carried out a large number of technological transformations, and the level of automation and intelligence has been continuously improved. The whole group has carried out job optimization work, which has a direct impact on safety management. Therefore, in the process of implementing institutionalized management, it is necessary to modify and adjust some system contents in time with the development of enterprises and the changes of environment, so as to make them conform to the actual situation of enterprises and meet the needs of enterprise development and environmental changes, so as to enhance the adaptability and market competitiveness of enterprises.
Correctly Handle the Relationship between Institutionalized Management and Emotional Management System
Institutionalized management does not exclude humanized management and emotional communication of employees. The two can and must be integrated.
The institutionalized management of the implementation of the "hot stove rule" has its cold aspect, because the work is not detailed enough, the internalization of the system is not in place, and some employees are puzzled for a while at certain times, resulting in certain resistance behavior is inevitable. At this time, we should not adopt simple enforcement methods. Instead, we should adopt a more relaxed approach to communicate on the basis of adhering to principles, explain the interests, and make them accept, understand and consciously abide by the system. How to choose between the two shows the basic skills of managers. In general, to be smooth, the most important thing to avoid is the extreme way of penalty escrow. China's tradition is the culture of human relations. The general direction should stress principles and the generous style should stress harmony. Many internal contradictions will be solved. In short, institutionalized management is the core of safety management, and humanized management is the auxiliary. (Group Security Management Office)
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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