Implementation plan for workshop team culture construction

The team is the cornerstone of the enterprise, and the workshop is the backbone of the enterprise. Studying the workshop and team management of state-owned enterprises is not only the need of the enterprise itself, but also has social and political significance. The following is an implementation plan for the construction of workshop team culture, please refer to it. Workshop team culture construction implementation plan sample 1

According to the annual safety work goals of the power generation workshop and the annual safety work plan of the power generation workshop, in order to effectively strengthen the construction of team safety culture and consolidate the foundation of team safety culture, the team safety committee After research, we decided to carry out team safety culture construction work and formulated the following work plan:

1. Guiding ideology

Guided by "safety first, prevention first, comprehensive management", and in accordance with the In line with the requirements of "people-oriented, caring for employees and caring for life", we carry out various safety culture construction activities, safety knowledge competitions and other safety activities. Through the subtle influence of safety culture education, we consolidate the grassroots foundation of safety culture and form a "caring for life, caring for life". Create a safe atmosphere and promote the extensive and in-depth development of safety culture construction activities in teams and groups.

2. Team safety culture construction leading group

Team leader: Wen Xiaoqun

Deputy team leaders: Shi Bin, Li Musheng

III. Responsibilities of the working group:

1. Responsible for formulating the implementation details of team safety culture assessment

2. Responsible for the assessment and acceptance of team safety culture work

3. Guide each team to carry out various activities according to the established work plan

4. Team safety culture construction standards

1. Team safety culture construction organizational standards

(1) The team leader is the first person responsible for the safety work of the team and is fully responsible for the safety work of the team.

(2) The team shall have a safety officer to assist the team leader in comprehensively carrying out team safety management work. When the safety officer is absent, the team leader must identify the person in charge. When the team leader is absent, the safety officer has the right to handle safety-related work. If there is a safety hazard in the team, he must deal with it decisively and report it quickly.

(3) When the team is working separately, the person in charge of each work point is the person in charge of safety.

2. Team safety education standards

(1) Team safety education content

① Overview and work scope of this team, this position, type of work or other corresponding positions Lessons from accidents that have occurred and preventive measures.

②The working environment, dangerous areas, equipment conditions, fire-fighting equipment, etc. of the team and each position.

③Employees’ safety production responsibility system, operating standards for their positions and types of work, hazard predictions, habitual violations and relevant safety production rules and regulations.

④The correct use and storage of personal protective equipment; the performance, characteristics, functions, and safe use and maintenance methods of the machines, equipment, tools, appliances, safety devices, and protective facilities that are operated.

⑤Measures to prevent accidents and emergency measures to be taken after an accident, first aid knowledge, reporting system, etc.

⑥Safety precautions such as work connection and coordination between positions.

⑦ Demonstration of actual safe operation, leading the new with the old, recognizing teachers face to face, and distinguishing the responsibilities of master and apprentice.

⑧The safety production dynamics of this unit.

(2) Education requirements

① Before using new technologies, new processes, new materials, and new equipment, and after the equipment changes, the team must organize employees to conduct relevant safety education and examinations.

② New employees and new employees must undergo safety education organized by the team leader or team safety officer before taking up their posts, and they can only take up their posts after passing the examination.

③ Those who have been on leave for more than 7 days, those who have returned to work after a work-related injury, those who have been responsible for (attempted) accidents, and those who have violated rules and disciplines must receive safety education before resuming work.

④The effective time for team safety education is no less than 3 hours per month, and the educational content is recorded on the team safety activity ledger.

3. Team safety inspection standards

(1) The team leader should organize team members to conduct pre-shift, mid-shift and handover inspections.

(2) Pre-shift inspections can be carried out in conjunction with shift handover inspections to inspect and hand over machinery and equipment, safety facilities, tools, hazard sources, on-site environment, personnel mental status, labor protection wear, etc., and conduct inspections and handovers. Keep a record of the results.

(3) During the shift, equipment dynamics, hazard sources, personnel status, etc. should be inspected, focusing on the integrity of safety devices and equipment operation.

(4) The area under the jurisdiction of the team should be assigned responsibilities based on specific circumstances.

(5) Each position must check and confirm the area under its control, equipment used, tools used, etc. before going to work. The responsible person must make key inspections and confirmation of the equipment included.

(6) Equipment that has been idle for a long time should be fully inspected before use. It can only be used after being inspected and confirmed to be qualified.

(7) The team leader or part-time safety officer of the team should carefully check the implementation of safety rules and regulations at each position, the rectification and reporting of problems, recording the situation, and whether effective measures can be taken in time for rectification, etc. Sample 2 Implementation Plan for Workshop Team Culture Construction

The team is the forefront of completing various tasks in the production and operation of the enterprise. It is the cell of the enterprise. Team culture is the bridge and link that unites all team members and is the core content of team construction. The mechanical repair team in the silk-making workshop of Zhumadian Cigarette Factory has always regarded the construction of team culture as an important task to improve the quality of the workforce and serve the silk-making equipment. At the same time, it is combined with lean production and promotes each other to promote the steady and rapid development of the enterprise. In 20XX, based on the actual situation of the team, the machine repair team of the silk making workshop strengthened the construction of team culture from six aspects and carried out the following work:

1. Establish a team cultural system working group:

Team leader: Wang Xianyong

Deputy team leader: Liu Xinkuan

Members: Wang Kai (innovation management) Cheng Jianhua (information publicity) Du Xinyi (safety management) Chen Xuede (target accounting) Li Yong ( Team Butler) Wang Guofeng (Quality Supervision)

2. Construction of a team culture display garden: through team business card design and visual management methods, the completion of key indicators of the team, special activities, 6S improvement, etc. Show it out and provide the team with a platform to show their performance and vitality;

1. Team name: Harmony *** Advance

2. Team logo: (already Design) Suggestions and pictures

3. The team’s vision and goal: to build an enterprise, strengthen the foundation, and build basic projects, and strive to achieve three-zero breakthroughs in equipment (zero failures, zero defects, and zero waiting).

4. Team work philosophy: Smoothness comes from responsibility, convenience comes from innovation

5. Team slogan and oath: I am a resident of Yantai. I will keep in mind my job responsibilities and obligations, be professional, and maintain my integrity. Safety, quality, zero error, loyalty to the company, active work, and hard work to fully shape the brand image of Zhuyan!

6. Team Convention:

(1 ) Don’t be late, leave early, and complete work tasks on time;

(2) Be calm, respect each other, and make progress together;

(3) Communicate in a timely manner, and share information , teamwork;

(4) Seek truth from facts, treat people with sincerity, and trust each other;

(5) Be serious and responsible, meticulous, and leave no questions unanswered;

( 6) Study hard, think deeply, and learn without end;

(7) Never make the same mistake again;

(8) Be clean and tidy, care for the environment, and respect the labor results of others.

7. Team bulletin board:

(1) Kanban 1 (benchmarking work) suggests adding pictures: Silk making line failure shutdown rate, comprehensive energy consumption per 10,000 pieces? 4.619kg standard coal Completion status and progress of special activities;

(2) Kanban 2: Learning garden (one question per day, one study per week, one exam per quarter), innovation display, problem warning, etc.;

(3) Kanban Three: (Team Management) Daily Work Flow Chart, Monthly Stars, etc.;

(4) Kanban Four: (Spiritual Home) Employee Style, Happiness Bulletin Board, etc. content.

Construction of team cultural exhibition venue (June 20, 20XX - July 20, 20XX)

3. Carry out a series of special activities:

1. Carry out the "Eight Major Behavioral Habits" Project: Strengthen the training and education of maintenance personnel, integrate team management concepts and management systems into management practices and job specifications, and implement them into the behavioral habits of each employee, forming the "Eight Major Behavioral Habits" with the characteristics of a mechanical maintenance team. Behavioral habits?: First, the habit of daily morning meetings and taking collective oaths; second, the habit of wearing safety protective equipment before maintenance and strictly observing regulations during maintenance; third, the habit of asking questions every day and learning once a week; fourth, the habit of communicating with each other; It is the habit of thinking systematically and solving problems systematically; fifth, it is the habit of solving problems in the first time and preventing them from happening at a deep level; sixth, it is the habit of meticulous execution and seeking truth from details; seventh, it is the habit of focusing on procedures in daily work and standards in maintenance. The habit of being disciplined in action; the eighth is the habit of summarizing after work. Activity launch time: July 1, 20XX to December 31, 20XX

2. Carry out team benchmarking and competition activities, and carry out safety and safety comparisons based on the actual situation and responsibility objectives of the work section. Comparing quality, energy consumption, zero failure, execution ability and other contents of the work section labor competition activities to select star sections, mobilize the enthusiasm of the team to strive for excellence, and promote the healthy development of team construction. Activity launch time: July 1, 20XX to December 31, 20XX

3. "Execution Pioneer"

(1) System Learning Day: Monday Equipment Regular Meeting Organization Class Section Long-term study, organize all maintenance personnel to study on Wednesday (strengthening system understanding and learning);

(2) Consultation and diagnosis: the work section writes down a problem that affects execution every month, and all members of the work section discuss solutions to the problem , and reflect the problem solutions on the team management billboard;

(3) Problem warning: express the problems that arise during the work process in class meetings and billboards in the form of cases. Activity launch time: July 1, 20XX to December 31, 20XX

4. Carry out WET management project

W is: WIN--------- -Strive to win

E means: EXECUTE------Quick execution

T means: TEAM---------Team spirit

The team holds a 10-minute summary meeting after work every day to comment on the work of the day, focusing on three points: first, who did well in what aspects today and executed it quickly; second, which point and which point in communication today There was no good communication in the first work; third, what should be paid attention to in the next day's work. By implementing the "WET Management" project, blind spots in management are eliminated, work errors are reduced, and the occurrence of various accidents is effectively controlled, ensuring the continuous improvement of team management levels. Sample 3 implementation plan for workshop team culture construction

In order to thoroughly implement the requirements of the company's 13th Five-Year Plan for cultural construction, strengthen the cultural construction of the general assembly workshop, enhance the cohesion of workshop employees, improve management and service levels, and strive to create four first-class , promote the sound and rapid development of drill bit manufacturing, and realize the manufacturing department to become the company's "management benchmark and talent training base". The workshop party branch decided to make great efforts to systematically carry out the construction of workshop culture throughout the entire workshop, where first-class employees produce first-class products.

In order to ensure that this work is carried out effectively and orderly, this year's cultural construction work implementation plan is specially formulated as a guiding document for the first stage of workshop culture construction.

1. Guiding ideology and work goals

Guided by the scientific outlook on development, with striving for four first-class as the core, we will build the company's management benchmark and talent training base according to the manufacturing department The policy, combined with the overall development needs of the general assembly workshop, integrates cultural construction with various tasks, making the process of cultural construction an effective way to improve management level, improve product quality, improve production efficiency, and unite the workforce. Use cultural construction to drive the overall improvement of soft power, so that the culture of the assembly workshop becomes the spiritual banner that leads the workshop cadres and workers and the ideological engine that promotes career development.

2. Construction Motives

(1) The needs of realistic production operations

In 20XX, the drill bit business department fully launched the full-order production model and maintained ten The conventional production model of general assembly that has been in place for several years is about to be broken, which will bring about changes in the production and rest schedules, assessments, and life patterns of the employees. This will lead to new contradictions and new problems in mass work. Restricted by factors such as old ways of thinking, knowledge and ability, and perspectives, employees have varying degrees of understanding of the full-order production model. This requires cultural construction to unite people's hearts and overcome real conflicts and difficulties together.

(2) Adapting to the needs of industry cultural construction and development

In recent years, the company’s cultural construction has been continuously advanced. In summary, the cultural construction of each team in the 20XX final assembly workshop can be said to be a hundred flowers blooming. This year, the company's two sessions proposed four first-class; the company requires the manufacturing department to become the company's management benchmark and talent training base. Under such an environmental background, the general assembly workshop proposed this year that first-class employees make first-class products, and through scientific development, build The new production model of drill bit manufacturing has greatly improved the workshop production capacity, quality and technical service guarantee capabilities, and improved innovation capabilities. When first-class employees make first-class products, we fully implement the spirit of the company's two sessions and the spirit of company culture construction, and adapt to the company's major development situation. The workshop decided to support the great development of Jiangzuan by unswervingly carrying out the cultural construction work of the general assembly workshop.

3. Implementation steps

The general assembly workshop cultural construction plan is divided into three stages. The first stage is the cultural promotion and implementation in 20XX, through comprehensive publicity, training, and learning, the company's corporate culture will take root; the second stage is to establish a unified and standardized corporate culture. The team is the basic unit of cultural construction. It gradually completes the development of the team culture of each team and deepens the implementation of the construction of workshop culture. Through various carriers and activities of each team, the cultural concepts are gradually integrated into daily management and behavior, so that cultural construction takes place. benefit. The third stage is the improvement and consolidation stage. Based on the actual integration of company culture and work, improvements and upgrades will be made to form a relatively complete and consolidated cultural system and a large number of cultural achievements in various forms and rich content.

The first stage: cultural construction to the post (February-March)

In order to ensure the smooth progress of the cultural construction work, the workshop established a cultural construction organizational structure. The workshop held a cultural construction mobilization meeting in early February, and each team established a cultural construction organization to implement personnel and clarify responsibilities. In late February, we launched a cultural construction activity of three stresses and three battles to get to the position. Three stresses and three battles were focused on goals and tasks, striving to achieve first-class performance, team building, striving to build a first-class team, stressing corporate culture, and striving to be a first-class employee. Each team will carry out cultural construction and carry out targeted learning based on the spirit of the company's two sessions and the company's corporate culture. The learning organization must be extensive and in-depth, focusing on results. From the workshop team leader to the front-line employees, all must participate in the cultural construction. Strengthen understanding and awareness of the importance and necessity of cultural construction and lay the foundation for the first phase of work.

The second stage: team culture comparison and striving for excellence (April-November)

With the team as the basic unit, members of the culture construction team of each team in the workshop go deep into the employees and mobilize them extensively The masses collect employees’ opinions through reports, symposiums, discussions, etc., and finally summarize the cultural construction concepts of each team through team meetings. The cultural construction of each team must have a culture, a set of plans, a system, and a responsible person. Each team will work in accordance with the above four-one cultural construction method. The workshop will conduct monthly assessments on each team's implementation of cultural construction, forming a benign pattern of comparison, competition, and innovation.

The third stage: Consolidate and improve to achieve practical results (December)

At the end of the year, each team will carry out an achievement exhibition based on its own cultural construction, and the workshop will provide a platform for display. The workshop provides incentives to teams that perform well, and promotes good practices to form experiences or systems. Finally, rich, solid and effective cultural construction results were achieved in the assembly workshop.