The spikes in my eyes
Release time:
2020-08-14
The peak
■ Jiang Xiaomeng
in my eyes will be the 11th anniversary of the peak start-up 60# and the 38 year of my work in the peak. From a young and ignorant teenager to now, my temples have begun to turn white. I have witnessed the nearly 2/3 course of the peak, including glory and depression, but more hope and longing.
Fortune magazine has reported that the average life expectancy of small and medium-sized enterprises in the United States is less than 7 years, while that of large enterprises is less than 40 years. The average life span of China's small and medium-sized enterprises is 2.5 years, and the average life span of group enterprises is 7 to 8 years. Among the many enterprises in our country, very few have the same peak life as us.
The peak with history
The development of the peak has experienced many great turning points worthy of memory and commemoration, such as setting up cement factory, cross-industry acquisition, merger, diversified operation, integration of pharmaceutical industry... Fortunately, I am a witness to these great events, even a witness.
When I entered the factory, in 1980 , Jinhua Cement Factory was still in the stage of coexistence of ordinary vertical kilns and mechanical vertical kilns. At that time, in the firing workshop, most of the feeding and unloading in the production process depended on manual work. When commuting in winter, you can often see the "brilliant" image of workers wearing hoods, working cotton-padded jackets, and rice basins under their armpits. Because the buttons of the cotton-padded jacket are easy to fall off, some employees still root straw ropes in their waists. The working conditions at that time could not be compared with those now. The dust was flying when adding and unloading materials. At the end of the day, everyone became the same appearance-because they were wearing masks, there were two black shadows on the bridge of the nose, and their bodies were covered in gray. Some people had too much dust on their faces and their eyebrows looked white.
Due to the lack of economy at that time, cement was regarded as a "tight commodity". The roads outside the factory area were full of cars buying cement, large trucks and small tractors, with long lines and even overnight queues. Sometimes it took two or three days for their turn. One winter when it snowed heavily and blocked the road, vehicles transporting limestone could not get in, and production was about to stop. At that time, I was still working in the raw material workshop. The factory organized employees to sweep snow and sweep all the way to the Kowloon mine along the Shuanglong Highway.
Although the working environment is so difficult, we have a sense of superiority regardless of cadres or employees, because we are workers!
With the progress of science and technology and the development of enterprises, 20th century 80# In the mid-1950s, Jianfeng established two branch factories and three branch factories successively through cooperation with township enterprises. Later, he established a building materials group and built the first batch of rotary kiln production lines in Zhejiang Province, which was later Jinma Factory. After entering 21nd century, we went out of the basin and built factories in Fuyang across regions. Until now, Jianfeng Cement has taken root in many provinces and cities across the country.
90 s of the last century, was the first step in the development of Jianfeng across industries. As the first general manager of a cable company, I started from scratch to supplement basic cable courses, engaged in construction, production, and market with my colleagues, and sold peak cables to most provinces and cities across the country. In 1996 , Jianfeng cross-regional merger of Linhai Pharmaceutical Factory, reorganization of the establishment of Zhejiang Jianfeng Haizhou Pharmaceutical Co., Ltd., to build a raw material drug production base. This requires considerable boldness when talents, technology and other factors were not available at that time. Although this first step was not satisfactory and later withdrew, this merger accumulated experience and trained a team for the development of Jianfeng in the pharmaceutical field. Only then did it acquire Jinhua Biochemical Pharmaceutical Factory, set up Jianfeng Pharmaceutical Company, and took a stake in Tianshili Group, finally forming a development pattern of cement and pharmaceutical dual main businesses.
tons to a cross-industry and cross-regional comprehensive enterprise group, and finally form a development strategy of "cooperative innovation to strengthen the main business; standardize science and seek development". It has created the current achievements of the peak.
3800 kilometers; "Jianfeng" brand cement is a famous brand product in Zhejiang, Hubei, Yunnan and other provinces and cities; all environmental protection indicators have reached or led the international and domestic standards, and the production process and technical indicators are among the best in the country. It is in cost control, quality control, The profit indicators of tons of cement are all ahead of the same industry, and this year has achieved the best results in history. The
76 document numbers, exceeding the sales of 10 .1 billion yuan. It has recruited talents from all walks of life in the country and trained a large number of teams who are loyal to the peak, love their posts and work hard, bear hardships and stand hard work, have combat effectiveness and professional qualities. In Tianjin, we have Tianjin Jianfeng Natural Products Company, a leading enterprise of plant extracts in China; in Jinhua, we have recently built a large-scale Jinxi pharmaceutical base and set up a Sino-German joint venture Jinder Baby Drug Company; this year, we have also participated in Beijing Huibaoyuan Biotechnology Company ...... While the pharmaceutical territory continues to expand, the health industry sector centered on Jianfeng Health Technology Company is also showing its embryonic form.
DPT under development is also the first major national innovation project in Jinhua's history. Many products have also been listed as the national high-tech industrialization demonstration project, the national key new product plan project and the national torch plan project. Cefmenoxime hydrochloride for injection has also created a history of over 100 million yuan in sales of single products; peak Pharmaceutical has also been rated as a national high-tech enterprise for more than 10 years.
Now, the peak is about to enter the 107 60
Finally, I would also like to thank the old peak people of all ages for their efforts in the cause of peak. We will not forget those old leaders, old employees, and old colleagues who have worked hard for the peak cause. Their conscientious and selfless dedication is the source and driving force of the development of the enterprise, and it also inspires generations of peak people to move forward courageously on the road of a century-old 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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