This is how the central plastic tube cable was born.
Release time:
2020-08-14
Central Plastic Tube Cable was born in this way
12# May 3 , Sunday, at 7 pm, Shenggao Cang, the cable company responsible for the distribution of goods, sent a red envelope in the employee WeChat group, and the group immediately became lively. The original cable company completed the equipment transformation and process design within 26 days at the request of the customer, and the central plastic tube type large logarithmic data cable produced was finally completed and delivered smoothly.
Nearly a month ago, I got the customer's sample. Its fine craftsmanship and design shocked the technicians of the cable company a little-the appearance of the sample line was extremely round, there was no wire strand on the surface of the sheath, and the wire pairs inside were all arranged around the central plastic pipe in standard concentric circles. The position of each pair of wires is fixed, one pair is opposite to the other, the inner layer and the outer layer are distinct, without any dislocation and strand jumping phenomenon; the shielded cable also considers the proximity effect of the line pair, the inner layer and the outer layer have different single-line structures, and the color spectrum also has special marks. This structure makes the performance of large logarithmic data cables very stable, and of course the production requirements are relatively high.
In the face of customer orders, the employees of the cable company are very worried. Because according to the current equipment situation, can not meet the production requirements, if you give up the order, the loss is not only sales, but also customers and the market. After careful consideration, Li Jinzhi, general manager of the cable company, made a decisive decision, took the order, and worked out a plan to transform the equipment before organizing production.
The delivery time required by the customer is only 26 days, which is very tight. Li Jinzhi invited equipment experts from Shanghai to study the equipment renovation plan together. The cable company also sent relevant technology, equipment and production personnel to the customer's factory twice to learn from the experience. Guo Zhijian, the monitor of the machine repair team, took part in the two studies. Although he was silent on weekdays, he had already made the idea of "stealing the teacher. Before the first departure, I had a comprehensive understanding of the idle equipment of the cable company. During the visit and study, I carefully considered the structure and performance of the other equipment, compared them, and determined the feasibility of equipment transformation. For the second time, further confirmation and communication were made, and the relevant data of the equipment were measured to ensure the accuracy after the transformation.
After a compact and sufficient demonstration, the renovation of the cable machine was carried out in full swing. For several machine mechanics in the workshop, the disassembly and assembly of idle machines were much more tiring than the installation and debugging of new machines. For a while, the machine broke down, for a while, the electrical cabinet tripped, for a while, and for a while there were parts that went wrong. The nerves of the masters were tested at any time.
The transformation of the pay-off frame and the determination of the mold size are the most critical links in this transformation. If there is no tension control of active pay-off, it is difficult to arrange the line pairs without jumping, and the mold size should be very accurate, so as to achieve the effect of positioning and shaping. If you want to buy an active pay-off rack, time and cost are both issues. Finally, the cable company uses the existing 26 head passive pay-off frame to control and adjust the tension to make it as uniform as possible, and uses the idle winding machine to ensure the roundness of the cable core.
When testing the machine, the problems were more obvious. The tension of the wire pair was uneven, the wire pair slipped out of the tension rod and was scratched. After the shutdown, the cable could not be effectively stopped, which led to the slack of the twisted wire... Problems followed one after another. In those days, the mechanic masters were all gray and oily all day, and they were busy back and forth. After many improvements and tests, a satisfactory sample was finally produced.
11 August 21 , the equipment renovation was finally completed, but it was less than half a month before the delivery date required by the customer. In order to ensure on-time delivery, the cable company held a special meeting to deploy the work tasks of various departments before delivery. The production department forced each process according to the construction period, and then deployed personnel according to the process arrangement. On the first day of formal production, the cable company also invited the customer's technical personnel to conduct on-site guidance.
In the following days, the cable company will mobilize the whole factory, with production personnel working 24 shifts, management personnel working at night, always paying attention to the production progress, and taking posts at any time in case of emergencies. In the past, most of the digital cabling posts were operated by one person, with 4 pairs of the following cables twisted. However, after the renovation, the central plastic pipe cabling post required two people to operate at the same time, with 25 pairs of the above cables twisted. The difficulty of the work increased and the manpower was obviously tense. According to the situation of each process, the workshop deployed personnel at any time to seize the progress. In order to ensure the stable operation of the machine, the eyes of the operators are always fixed on the machine and dare not relax for a moment. Such a high-intensity work, the day is good, the night shift is very difficult. To this end, the cable company prepared milk and snacks to increase nutrition for night shift personnel.
With the full cooperation of various departments, plates of colorful, round and bright central plastic tube type large logarithmic data cables successively walked off the production line. On the agreed delivery day of 12 April 3 , this batch of products were all produced and packaged according to the customer's requirements and ready for delivery. Cable company employees tense heart for nearly a month, finally relaxed.
The production of the central plastic tube large logarithmic data cable is an arduous test for the cable company. They have overcome all kinds of difficulties and realized their commitment to customers with their own efforts and wisdom and the spirit of perseverance and indomitable struggle. (lu chao-fang)
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
Contact Us
No. 88 Wujiang East Road, Jinhua City, Zhejiang Province, China
Tel: +86-579-82326868
Fax : +86-579-82324666
©2023 Zhejiang Jianfeng Group Co., Ltd. Powered by: www.300.cn SEO Business License
SAF Coolest v1.2 设置面板 SHJSS-AHDB-FSSQE-ZSW
无数据提示
Sorry, the current column has no content !
You can view other columns or return to Home Page