Story of time
Release time:
2020-08-14
Story of Time
■ Jin Xi Factory Zhang Zhijian
Time flies. It seems that it is only a twinkling of an eye that I have been in peak for 20 years. In the past 20 years, I have been working, studying and growing up. Little by little, my experience is the most precious wealth in my life.
In 1996 5 , I was lucky enough to be a member of the peak. I came to Jinguo Cement Plant (later Jinma Cement Plant) and was assigned to the coal mill position in the firing workshop. The production line of Jinguo Cement Plant was the first batch of rotary kilns in Zhejiang Province. At that time, the equipment was still being debugged. On the second day of work, I received the task of adding steel balls to the ball mill. When I saw that pile of steel balls, I was dumbfounded -- it was so heavy, so big, when would it be added? Fortunately, the squad leader had a way to lead us to line up between the mill and the ball pile, and put the steel balls into the machine one by one. After a busy morning, after a hastily finished lunch, everyone moved it again without taking a rest. I was busy until I got off work and finally finished the task. Although everyone was tired, they were all very happy because the trial production was about to ignite. Now I think of the joy of everyone when the ignition was successful, it seems like yesterday.
worked in the cement factory for less than a year, 1997 3 , I was transferred to Jianfeng Kangjie Chemical Co., Ltd., which was later Jiangnan Pharmaceutical Branch. The pharmaceutical factory has a beautiful environment, a high degree of automation in the production line, and it works indoors and has air conditioning, which is incomparable to the cement factory at that time. I made up my mind to work hard and live up to the company's trust.
In 2004 , the factory assigned me to be responsible for the procurement of raw materials. At that time, due to changes in the general environment, drug prices were repeatedly lowered. To control production costs, it was the most direct and important way to purchase raw and auxiliary materials. For this reason, I bargain with the supplier again and again, and try my best to "compress" the price under the premise of ensuring the quality. After hard work, only two raw materials, cefuroxime sodium and azithromycin, saved the purchase cost of ,200 yuan that year. However, good things took a long time. In that year, the company's funds were relatively tight, and sometimes the payment for goods was not timely enough. I tried every possible means to negotiate with the suppliers to win their understanding and support, extend the payment period, and ease the financial pressure in the factory.
In 2005 , the sales volume of cefmenoxime for injection, the main product, was increasing, and the amount of wastewater generated by production was also increasing, far exceeding the treatment capacity of the environmental protection facilities of Jiangnan Factory at that time, so it could only be pulled to Qiubin Pharmaceutical Factory for sewage treatment. Waste water 50 kg is a big barrel. Jiang Guomin and I are carrying, loading and unloading together, every day. The smell of waste water is very strong, it is disgusting to smell, and it is even more uncomfortable to splash on clothes and trousers, and it is even more unbearable in summer. However, we did not complain at all and handled it properly in time to ensure that the factory passed the environmental protection test smoothly. It was also that year that I was named the first gold medal employee by the group company.
In 2006 , I served as the warehouse monitor of Jiangnan Factory. Warehouse management is very trivial. As long as I have time, I will soak in the warehouse to check the storage and quality of various materials, and report problems to relevant departments in time. On one occasion, the azithromycin packing box sent by the printing factory was mistakenly printed as "Qi". After finding the problem, I immediately contacted the manufacturer to return it and redo it. In the management of pharmaceutical production GMP , the warehouse is also a very important link, so together with the warehouse keeper, I did a good job in the acceptance, warehousing, storage and distribution of materials in strict accordance with the specifications, and successfully passed the previous certification inspection. In normal work, if we find that there are raw and auxiliary materials, packaging materials or finished product quality inspection forms that have not arrived, we should also do a good job in linking up with the laboratory work. On one occasion, a batch of cefmenoxime had to be delivered in a hurry, but the quality inspection form was not yet in place. I contacted the central laboratory and learned that it had been opened. I rode my bike to get it back immediately without delaying the delivery.
From Jinguo Cement Company to Kangjie Chemical Company, and from Jiangnan Factory to Jinxi Factory now, along the way, I have witnessed the ups and downs in the process of peak development, tears and laughter, confusion and emotion, but what is more in my heart is a persistence-persisting in studying and striving to improve my business level. Adhere to strict demands on yourself, do every job well in a down-to-earth and conscientious manner. The spirit of "unity and struggle, truth-seeking and innovation, determination to rise to the top and climb the peak forever" promotes the continuous development of the peak cause and makes me grow up with the peak.
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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