I have a date with Spikes
Release time:
2020-08-14
I have an appointment with Jianfeng
■ Yunnan Jianfeng Luo Meiyan
As the saying goes, "rely on mountains to eat mountains, rely on water to eat water". In my hometown Pu 'er, there is no vast sea or endless grassland. Looking around, there are mountains everywhere. Because it belongs to the karst landform, the mountains cannot effectively develop agriculture. The villagers have been in the wind and rain for generations. From sunrise to sunset, they still cannot fill their stomachs. Therefore, they especially envy those who work in factories. In the year of
, I was still young, and the first factory was built in my hometown, which was a cement factory. In order to support the construction of the factory, my father and the villagers gave up the only paddy field for raising seedlings. The cement factory is less than a mile away from my home. My brother works in the factory, and colleagues often come to play at home. Listen to the elder brother said, some elder brothers do machine repair, some elder sisters do laboratory tests. I asked curiously: "how to test it?" the sisters told me a lot, what titration end point from red to bright yellow, yellow to bright purple, and so on. Although I don't know what it means, I still listened very hard and thought to myself, this kind of technology is so mysterious! Since then, I have been full of fantasy and expectation for the subject of "laboratory tests. In the year of
, I graduated, and I happened to buy the cement factory in front of my house to build a bigger and more advanced one. When I went to apply for a job, the director said, "I know you have the certificate of electronicist and the certificate of storekeeper, but now we have no shortage of people. Only the central control building has just been built and there is a shortage of cleaners. What are you doing?" I asked, "Is it connected to the laboratory?" He said, "It's the building in the laboratory." Hearing this sentence, I readily replied: "dry!"
At that time, the face of Yunnan Jianfeng Cement Company had not yet taken shape. The ground was freshly planed loose soil, and the roads were mud roads. Workers, construction teams, installation teams, and material delivery came and went. It was rainy season. The mud ground stepped on a pit, and mud and water could pass through the instep. Everyone comes and goes with the central control building as the center. Just one staircase, sweeping down from the top of the building to the hall, has to dump a few baskets of soil. As soon as I go to work every day, I sweep the stairs twice, drag them twice, and then wipe them twice with a towel. Usually, I haven't finished yet. When I come up, the mud on my feet is enough to clean for half a day. In addition to the stairs and corridors, I am also responsible for the hygiene of several leading offices and conference rooms. The conference room has a lot of meetings, often for five or six hours at a time. After making tea in my room and cleaning outside, I am often too busy to have breakfast. At the end of the day, when I got home, I didn't even have the strength to eat. I fell asleep on the sofa. Although I work very hard every day, my heart is full of motivation when I can watch the laboratory technicians go to and from work. Because I have never thought of "giving up", because I have always had a goal-to do tests. The difficult environment in the early days of the factory polished my patience and carefulness, which is also the quality of a laboratory technician.
went through several positions. A year ago, I was finally transferred to the current quality management department. I was so excited. On the first day of work in the new post, I saw neat rows of laboratory equipment, like standing in front of the sacred hall, serious and mysterious, making people eager to walk in. At first, I couldn't remember the steps, so I had to hold the book and learn step by step. Seeing the old masters operating with ease, don't mention the envy in my heart! To make matters worse, even if you hold a book, you often make mistakes while doing it. You forget to add too much EDTA when titrating aluminum and potassium sodium sakei when titrating magnesium. All kinds of situations always occur. But I will not surrender to difficulties! In those days, I did what others did at work, what others did at lunch break, what others did after work, over and over again, over and over again, and my hands were often burned with big scars and small marks by electric stoves. Any link, as long as I feel is not perfect, I will do it again, until the result is very accurate, I will let myself go. Many samples absorb water quickly and need to be very agile in weighing samples. In view of this, one day I practiced weighing 0.1000 g samples from morning till night, and I did not stop until I finally needed only one spoonful of samples to be within the range. As soon as the spirit relaxed, I found that my legs were swollen, but the pride in my heart far exceeded the pain of my feet.
is probably practice makes perfect. After more than a year of study and exercise, I can now do it in an orderly way. I will never forget what to add or get burned. Although the process of work is monotonous and repetitive, I never think it is boring, but I think it is a kind of enjoyment, especially when the results come out, I will feel happy sincerely. When new colleagues join, I will patiently break down each step to show them, tolerate their carelessness and learn from their advantages. I know that there is no best technology, only better technology; only by standing high can you see farther.
I love my job, I will "date" with spikes to the end!
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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