Love to solve the problem of "smart brother"
Release time:
2023-06-12
"The new product process requires that the reaction temperature should be controlled at -15 ℃, but at present the minimum refrigerant supporting the production line can only reach -10 ℃, and it is too late to replace the new equipment. What should I do?" "The use of instant water heaters in the bathroom of the Qiubin plant consumes a lot of energy, and the steam room drains a lot of waste heat. Can these two problems be solved together?" "The water station in each workshop produces and discharges a large amount of concentrated water from RO reverse osmosis units every day. How can this water be effectively used?" in the pharmaceutical production department, you can see such a person almost everywhere, wearing dark blue overalls, stepping on a pair of canvas shoes, with a smile on his face but always in a hurry, chanting these questions while walking. He is not like an ordinary person. He will turn his head and forget the passing thoughts. Instead, he will record the thoughts and problems in a notebook one by one, and then break them one by one. He is Ye Congcong, a group innovation expert in 2022, and a newly assessed young craftsman in Zhejiang Province.
"Brother Cong is the kind of person who, when seeing a new device, would want to go up and dismantle it to see the internal structure. Sometimes he is very persistent, and I think his persistence is especially worth learning." A colleague of Ye Congcong commented on him like this. "I have been working in Jianfeng Pharmaceutical for more than ten years, and I have been dealing with production facilities and equipment almost every day. Every equipment has its own charm, and I work on the side of attractive things every day, not to mention how happy I am." Ye Congcong said with a grin. Watching him talk about production equipment with a smile on his face and in high spirits, I was really infected by his deep enthusiasm for equipment and work.
In order to better understand Ye Congcong's working status, I followed him into the production area. When passing through the API workshop, he said with a little pride: "Look, this anti-tumor API production line has now completed process verification for three or four products. I also participated in the transformation of this production line at that time. It can be said that I watched the completion of this production line at 1.1 point. I was there from drawing design to equipment installation and debugging. I have encountered many problems in this process, but I have a motto, never give up easily when encountering problems, and must be fully breached!"
followed Ye Congcong from the synthesis area of the bulk drug workshop to the storage tank area of the comprehensive warehouse, stopping all the way, listening to him introduce the results of his transformation, feeling his love for his work, and seeing his outstanding ability as an innovative expert. When Ye Congcong learned about the low temperature requirement of the new product process for the reaction temperature and because it was too late to buy new refrigeration equipment, he first consulted the data and collected a large amount of information, calculated the head and flow rate of the external circulation pump of the independent refrigeration system used in the production of the anti-tumor bulk drug line lenvatinib, and proved the feasibility of the refrigeration system for the cooling of the new product, and proposed to transport the refrigeration system to the common bulk drug workshop through the pipeline, in parallel with the original public system of the new product reaction tank, and the use of special low-temperature insulation materials for the transmission pipeline insulation, the new product needs -15 ℃ reaction conditions. After the transformation, the test machine proved that the transformation results can meet the production of new products. This measure not only fundamentally solves the process problems, but also greatly improves the utilization rate of the refrigeration system.
In addition, Ye Congcong also reused the heat of steam condensate in Qiubin Factory and carried out centralized renovation of the bathroom. The waste heat discharged from the steam room was used to heat the water in the tank 24 hours by means of coil heating, so that employees could take a hot bath comfortably at any time. He also collected the concentrated water from the RO reverse osmosis unit of each water station as the circulating water (ice water) for each monomer workshop to make up water, equipment cooling and toilet water...
"Responding to the group's call to reduce costs and increase efficiency, as an employee of the engineering department, I have more equipment and more ideas. After receiving the support of the leaders, I turned my ideas into actions." When asked why he had so many good ideas, Ye Congcong said so. He also said that the idea of these small inventions and small creations is actually in the first place. Many people may have had it, but they did not grasp the inspiration. It is true, but not everyone can carefully consider the feasibility of this idea, constantly ponder the solution to the problem, and can also soak in the archives for half a day to check the information, and then take practical actions after formulating the solution.
Solve problems with innovation and achieve dreams with hard work. As long as you are good at observation and practice, small creation will also have big benefits. More small inventions and small creations will surely bring together a solid force to promote the high-quality development of enterprises. Cong Ge, who loves to solve difficult problems, is working towards this goal every day. (lisa liao)
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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