The company takes stock of the work in the first quarter and puts forward the work requirements for the second quarter.
Release time:
2020-08-14
Company Counts Work in the First Quarter and Proposes Work Requirements for the Second Quarter
News 4# July 17 and 18 , the Company successively held work analysis meetings for cement sector, pharmaceutical industry, international trade and cable companies to summarize the gains and losses of the work in the first quarter and put forward requirements for the next stage, especially the work in the second quarter. At the
analysis meeting, the person in charge of each enterprise reported the work situation in the first quarter in the form of PPT , focusing on analyzing the existing problems and proposing solutions and improvement plans. Chairman Jiang Xiaomeng, general manager Yu Jianhong and other group company leaders commented on the work of each business sector one by one based on the economic and technical data of each enterprise in the first quarter, pointed out the highlights of the work, analyzed the problems and deficiencies, and put forward guidance and work requirements.
Cement Plate: Optimize Structure, Improve Efficiency, Insist on Maximizing Benefits
In the first quarter, the overall benefits of the two peak cement enterprises increased year on year. Removing the factor of rising coal prices, various production indicators such as kiln production, cement mill production and power consumption per ton of clinker were improved, and the optimization of management organizations and posts was also steadily advancing. The company leaders pointed out that the future competition in the cement industry will be more cruel. Jianfeng Cement must clarify its thinking, seize the current more favorable opportunity, strengthen its own strength, adhere to the principle of maximizing benefits, strengthen the construction of core profit areas, and strive to achieve a balance of production and sales while striving for Greater profit space. The
meeting required the two cement companies to adjust the balance between the product structure and the target market in terms of sales according to the actual situation of the company and the development trend of the cement industry in the region, so as to improve the comprehensive gross profit and lay a good foundation for the continued stability of the market in the future. In terms of internal management, while strengthening the optimization of institutions and posts, carefully sort out and improve the functions and responsibilities of departments, teams and posts, and standardize the work process and work standards in detail; combine internal training with external training, strengthen the training of employees' knowledge of cement production technology and equipment, and comprehensively improve the overall quality of employees; strengthen equipment maintenance and management, equipment maintenance standards, procurement and storage of spare parts, and equipment replacement cycles must be strictly and scientifically controlled, and problems must be deeply summarized to effectively improve the reliability and stability of equipment operation; strengthen technical research and technological transformation, and continue to introduce And use new technologies to further optimize and improve various production indicators; improve the implementation of responsibilities and evaluation incentive mechanisms, ensure that every control index and the requirements of every production link can be consciously implemented in the post, so that the work is consistent with the evaluation and assessment, and the enthusiasm of the whole staff is improved. In terms of environmental protection and safety management, it is necessary to eliminate fluke mentality, earnestly implement the safety and environmental protection responsibility system at all levels, increase investment in related facilities, equipment and technical transformation, strengthen self-inspection and self-correction of habitual violations, and earnestly implement the hazardous environment operation ticket system. Optimize the actual situation and revise and improve the safety work procedures to ensure safe and orderly production.
According to the specific conditions of the two enterprises, the company leaders also requested Daye Peak to further strengthen daily inspection and maintenance to avoid overload operation of equipment and reduce unstable factors affecting production. Yunnan Peak should adjust its sales strategy in rainy season in advance to ensure the balance of production and sales and market stability.
Peak Pharmaceutical Industry: Finding Gaps, Setting Benchmarks, Brave Innovation, Seeking Breakthrough
With the further deepening of medical system reform, drug consistency evaluation and the implementation of the "two-vote system", the production and operation of pharmaceutical enterprises are facing many new pressures. At the analysis meeting, the company leaders asked the pharmaceutical company to recognize the policy changes and the development trend of the industry, seriously think about the future work with a higher height, wider vision and longer-term vision, deeply analyze the gap with the advanced enterprises in the same industry, select the benchmark, solve their own shortcomings and problems point to point, and seek breakthroughs.
In terms of sales, we must boldly innovate marketing mechanisms and methods, boldly use talents, give full play to the enthusiasm of sales staff, increase assessment efforts, carry out precise incentives, and seek sales breakthroughs; according to the specific conditions of each product, Do a good job of bidding with the idea of long-term benefit planning to lay the foundation for market expansion and product volume. In terms of production, we should firmly establish the purpose of serving all for sales, pay close attention to cost management on the premise of ensuring quality, and strive to reduce production costs by improving the yield, one-time pass rate and quality rate. In terms of product development, boldly introduce new varieties with market and technical advantages, and accelerate the promotion of consistency evaluation and other related work. In terms of internal management, we should make forward-looking information investment, improve the level of information construction, and improve operational efficiency; boldly employ new people, train, select and enrich the talent team; continue to promote the optimization of internal management structure and team building, and strive to innovate in working ideas and working methods, so as to realize the self-improvement and transformation of the team. In terms of project promotion, accelerate the implementation of international certification, Jinder, artificial bezoar and other work, and pay close attention to and track the operation of Huibaoyuan and other enterprises. The meeting also asked pharmaceutical companies to implement the division of labor and clear responsibilities from the members of the management team, so as to make the whole organizational structure operate more smoothly and efficiently.
International Trade Company: Find the correct positioning and development direction, strengthen management, and improve service quality
Company leadership requirements, international trade companies must clarify the goal and direction of "modern logistics", and combine the actual situation of the company, Carry out various tasks in a targeted manner, form a business model with advantages and own characteristics, and strengthen the construction of a talent team that is compatible with its own positioning; on the existing basis, continue to improve old business, expand new business, and extend the business chain; strengthen internal management, improve management standardization, and improve service quality; strengthen the cultivation of sense of responsibility and mission, reduce management levels, implement precise incentives, and give full play to The enthusiasm of employees; sort out and formulate various systems based on the principles of operability and efficiency, eliminate management loopholes, and reduce operating costs.
Peak Cable: Thrift and Thrift, Maintain Stability
Cable Company's overall production and operation in the first quarter was stable. The company's leaders required the management team to do a good job in the management of assets, personnel, safe production and receivables, organize and carry out various tasks such as procurement, production and sales with the idea of "thrifty and thrifty", strive to reduce production costs and lay a good foundation for future transformation.
The first quarter job analysis meeting of Spike Health Technology will be held at a later date. (Reporter Fu Yiwu)
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