We Spike Cable Man
Release time:
2020-08-14
Our peak cable man
is fleeting, time flies, 2017 is over, looking back at this year's ups and downs, ups and downs, we have a lot of harvest and feelings. It is most appropriate to describe the spirit of the peak cable people who have been working hard in the past year with "the best search up and down, and the most confident struggle.
cable people are the most unwilling to admit defeat. No matter what difficulties they encounter, they will find ways to mobilize the personnel advantages of various departments to solve the problem. 2017 We encountered all kinds of difficulties, all with a positive attitude to face, the courage to challenge, the courage to fight.
We attach great importance to the delivery progress of our products and strive to practice the corporate tenet of "what customers want is what we want to do. With the increase of OEM customers and foreign trade business volume, customers' requirements for delivery time are higher than before. As long as an order is given, colleagues in the production line will work overtime and put quality and delivery time in the first place. The comprehensive department provides timely care services and cooperates with the workshop to do a good job of logistics support to ensure that employees maintain good working conditions in the process of continuous warfare. Through the effective cooperation of various departments, we have delivered goods on time and won the trust and praise of our customers, which has become a strong guarantee for the stability of our customers over the years.
We are constantly improving the quality of our products. Over the years, colleagues have been afraid of producing large-scale cables. In the past, when producing 2400 pairs of city telephone cables, they relied on the tactics of a sea of people. Every place had to be guarded by people. The aluminum belt was held by people, the cable core was held by people, and the traction was pulled by people. Four or five hot air guns often scalded the cable core, causing breakdown and disconnection. The aluminum belt was not firmly bonded, and flounces, and peeling, this scene makes people shake their heads.
To survive and develop, an enterprise must have advanced technology and equipment to maintain. In order to break through this difficulty, Li Jinzhi, general manager of the cable company, personally led the technicians to the brother enterprises to learn from the experience and brought back the hot glue bonding technology and operation experience, which completely solved the problems of unstable and uneven bonding of aluminum tape. He also improved the raw materials for the appearance of sheath with pitting and no light. The 2400 pairs produced were bright and round, which were well received by customers.
For special specifications orders, cable companies transform equipment and introduce technology. For the FTP CAT5E center plastic tube large logarithmic data cable order, the technicians improved the existing equipment, both the production quality and efficiency have been greatly improved.
Peak cable people will not be intimidated by difficulties. Go out and bring them back. We will often go outside and have a look, learn the concepts of advanced enterprises, and bring new ideas and new technologies back.
Our basic work is solid, the documents, statements and records are perfect, and the quality system won the praise of the external audit experts during the external audit inspection, and no non-conformance items were issued. 2017 also received many flight inspections and special inspections, product sampling qualified, wire and cable standards successfully changed. We pay more and more attention to the skills, held a conductor welding competition, promote the change of wiring mode, improve the product grade.
We attach great importance to innovation and successfully produce cross-linked cables and computer cables by two-step method. We have obtained Jinhua Economic and Information Commission's technological innovation subsidy 20 yuan and two utility model patent subsidies 2000 yuan.
We pay attention to the construction of corporate culture. The contents of the morning meeting are constantly updated every day. The monthly and daily sales targets remind us to keep chasing. The exercise of the morning meeting gave us more courage and insight, more sharing experiences and growth. The employees showed their positive demeanor one by one, forming the unique cultural atmosphere of the cable company.
Our marketing team is proactive in inspiring monthly orders, setting the cable company's record for receiving the highest order in seven years in 11 February. After completing the target of the month in the middle of the month, the management team of the cable company encouraged everyone to formulate the second target and gave incentive policies. when the second target was completed, everyone spontaneously formulated the third target until the completion of the fourth target. We call Monday's morning meeting, also known as the help morning meeting, to call on the host to summarize the progress of last week's completion in time, and to let each salesman of the marketing team share the experience of customers at the morning meeting, and to set the goal for this week, so that all staff can feel the joy and glory of challenging the goal, achieving the goal and getting the reward in the struggle.
Napoleon said: "There are two powers in the world, one is the sword and the other is the mind." Thought determines mentality, attitude determines everything, with the correct attitude, can we use the right method, find the right direction, and then achieve the right results. In fact, success lies in a little more persistence, a little more faith and a little more ideal. The train runs fast and relies on the headband. Under the leadership of our passionate management team, our employees will welcome the new year with confidence. (Lu Chaofang Zhang Ci)
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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