Submarine Riders
Release time:
2020-08-14
8# In October, the instructor of the Naval Submarine Soldiers School went to my hometown to recruit troops. Because of their high cultural quality and excellent physical quality, my father and eight other young people stood out from the numerous applicants in the county and became glorious naval soldiers. The Submarine Soldiers School in Qingdao was the first stop for my father to join the army. They trained and studied here for a year. My father majored in radio communication. To put it bluntly, he was sending and receiving telegrams, just like Li Xia in the movie "The Electric Wave That Never Disappears. The code needs to be used for sending newspapers. The code book has been thickened and thinned by my father, and the code is memorized thoroughly. In addition to studying radio expertise hard, my father, like ordinary navy soldiers, also had to stand in military posture and practice queue, learn swimming and diving every day. A year later, his father, who had developed his skills, was assigned to Unit
, Unit 34 , and began an unforgettable career as a submarine. is trained for war, and when you arrive in the army, you will be trained more strictly and assiduously. Business training is divided into four subjects, and his father ranks first in every assessment, because he firmly believes that only after training can he perform tasks better. My father's submarine was equipped with
people. They were divided into several combat teams according to different work items. My father later became the monitor of the radio class and joined the Communist Party of China with honor. Training at sea and performing tasks became a daily routine for him and his comrades. Before each sea mission, the captain and political commissar will go to the war room to accept the mission and determine the route. Everyone on the boat is a versatile person. When the submarine dives, everyone has a diving operation post to operate different machinery and equipment according to the prescribed process. In order to make the submarine descend smoothly, the heavier soldiers will be assigned to the front cabin of the boat to "contribute" their own weight. After diving to the designated position, everyone will return to their respective positions and stick to their sailing posts. The space in the
submarine is narrow. It has to work, rest in shifts and carry torpedoes. In order to save space, the soldiers' beds are hammocks or bunks. They climb to get out of bed and their waists are not straight. The water tank in the boat is small, and the water is very precious. When carrying out the mission on a long voyage, each soldier has only one cup of domestic water every day except drinking water, and the "war rice" can only be tin cans and quantitative compressed biscuits. Of course, the air quality in the confined space is not high. If the dive exceeds the expected duration, the regenerative medicine board needs to release oxygen for breathing through biological reaction. Therefore, everyone attaches great importance to maintaining the purity of the air in the boat. There are many precision instruments in the submarine. In order to protect them from pollution, the boat is required to keep absolutely clean. Even military rubber shoes cannot be worn, and special work shoes must be worn. Even the garbage generated during the voyage must be sealed and concentrated after the task is completed. It is absolutely not allowed to throw it away, because it is likely to expose one's whereabouts. Life in the
cabin is very monotonous and boring. Sailing on the bottom of the sea, you can't dance with the fish on the bottom of the sea like a diver, let alone see the beautiful coral reefs, and some are always busy at their respective posts. The water is particularly quiet, sometimes so quiet that you can hear the sound of the propeller paddling. In the dark seabed, the submarine mainly relies on sonar information to "observe" the surrounding environment. If there are ships in front of it or encounter complex terrain, the sonar wave will change, and the submarine will correct its course according to this information. My father's job on the boat was to receive wireless telegrams, which were handed over to his comrades who were specially responsible for translation. Like dragons, they patrol and control the sea floor, silently guarding the vast sea border of the motherland.
When not sailing, the soldiers all live in the army dormitory and have to take turns to stand guard on duty. The sentry post is divided into "armed guard" and "dormitory guard". The "dormitory guard" is responsible for answering the phone and being responsible for security guard when everyone is resting. "Armed guard" is different. It is to protect the safety of ships with live ammunition on the dock. In addition to loading and unloading things, submarines usually dock at floating docks, which are floating on the sea. On one occasion, a new recruit was "armed more" at the station. He was catching up with the high tide at night. The waves shook and shook, and the floating wharf also fluctuated with the tide, driving the cable piles of the large cable to move. The peg was thick, and from a distance it looked like a figure was about to climb up from the sea. The recruit immediately lay down on the ground, the bullet loaded and aimed at the shadow, thinking: no matter who you are, as long as you dare to come up, I will shoot. He kept this fighting position for two hours. When his father went to the dock to change posts, he also lowered his voice very alertly and said, "Don't make any noise, someone is coming up over there." His father looked along his eyes and couldn't help laughing: "Ha ha, comrade recruit, that shadow is a cable pile, not a human being." In the days to come, every time my father mentioned this past with his comrades-in-arms, he would praise the recruit for his absolute high vigilance and loyalty to his duties.
In 1971
In addition to loneliness and loneliness, danger is always lying in ambush beside their fathers. In that era, all contact and communication with the outside world, including navigation instructions and weather reports, had to be through the transmitter. In case of a typhoon, my father should be ready to receive the typhoon warning at any time, and then translate the message as quickly as possible to the captain so as to adjust the course to avoid the eye of the wind. The most time was in the South China Sea. They got rid of three typhoons and arrived at their destination. There was another time when I was resting in a foreign anchorage. My father and another colleague found pirates when they were patrolling. Some of the colleagues on the ship were holding bottles, some were holding sticks and steel pipes, and they caught up with the deck together. The momentum made the pirates run away despondently.
The training of the navy and the beating of the ocean have forged my father's strong character and optimism. Since ancient times, loyalty and filial piety have not been able to achieve both. When his grandparents died, his father was sailing in a foreign country; his perennial life at sea, unable to eat fresh vegetables and fruits, caused his heart to be not very good, and he also suffered from rheumatoid arthritis. But his father's love for the party and the army has never changed. He always taught my brother and me to put the interests of the collective first. No matter how big the individual is, it is a small matter, and no matter how small the interests of the collective are, it is also a big matter.
, my mother had heart surgery, and my father stayed in the hospital for a month to prevent my brother and I from affecting our work. The long recuperation process after the mother was discharged from the hospital was also the father himself running around. My brother and I were very embarrassed, but my father said, "it's all right. You are all busy with your work. My father was a soldier, and nothing can defeat me." This is my dear dad: young soldiers leave home and dive underwater. Dangerous reefs are not afraid of being muddy, and we are defending splendid China. (Liu Hairong)
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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