What are the specific contents of the various systems for coal mine team management?

It is important to do a good job in the construction of coal mine safety production organizations, establish and improve the safety production responsibility system, and do a good job in all basic work. However, the policy of "safety first, prevention first" must be truly implemented in various production and operation activities of coal mines and become a conscious action of all employees, so that the majority of employees can gradually realize the transformation from "I want safety" to "I want safety" It is very important to change the consciousness of coal mines and reach the state of "I know how to be safe". It is very important to do a good job in the creation of coal mine safety culture. So, how can we effectively do a good job in the construction of coal mine safety culture? Here, combined with my own learning and practice, I will talk about a few superficial points. Understand and experience. 1. Comprehensive construction is the foundation of safety culture construction for teams and employees. Use traditional and effective safety culture construction methods such as employee pre-shift safety activities, standardized post and team building, safety skills competitions, family education, and "three no harms" to cultivate a good safety mentality of all employees, strengthen safety awareness, and standardize operating behaviors. , improve safety skills, so as to make full use of people's safety awareness to guide safety behaviors, and use safety behaviors to effectively control production accidents. Safety culture construction for management and decision-makers. Through systematic safety evaluation, comprehensive safety management, establishing and improving the responsibility system, strictly implementing the "three simultaneities", regular safety meeting system, regular safety work reporting system, inspection system, reward and punishment system, job responsibility system and other effective traditional safety culture management To promote the further improvement of the safety awareness and management quality of management and decision-makers, strengthen the investigation and rectification of accident hazards, increase safety investment, avoid illegal command, and comprehensively control accidents caused by various reasons. Safety culture construction at the work site. It has a positive role in promoting the creation of a safe atmosphere in coal mines, strengthening employees' safety awareness, improving the image of coal mines, controlling on-site accident prone points, dangerous points, and hazard points, and managing dust, poison, and smoke prevention. For example: posting safety slogans; hanging safety signs such as prohibition signs, warning signs, and instruction signs; making accident warning signs and other traditional safety culture construction methods. Safety culture construction in humanistic environment. We organize safety posters and safety production information; carry out safety production month activities, safety competitions, and safety speech contests; organize accident reporting meetings, safety cultural activities, accident memorial days, and safety New Year activities; and implement the "Three One Projects" of safety publicity. (A party, a slogan, a poster); the "Six One Projects" for young employees (checking for an accident hazard, making a safety suggestion, creating a safety aphorism, telling an accident lesson, being a safety supervisor for a week, We will use traditional and effective safety culture construction methods such as donating a safety fund) to carry out in-depth safety culture construction of the humanistic environment of coal mines. 2. "People-oriented" is the core: Adhering to people-oriented and establishing the humanistic concept is the core of creating a coal mine safety culture. ?Adhere to people-oriented. The construction of safety culture is a "human factors project" to prevent accidents, with improving the safety quality of workers as the main task. The coal mine operation site has many points and long lines, and the environment is complex. Only by concentrating efforts and adopting "multi-point strikes" tactics to "annihilate" all kinds of weak links in the construction of safety culture can the overall benefits of safety culture be effectively exerted. Therefore, we should focus on and realize the "intrinsic safety of human beings", improve and optimize the "entry" and "exit" mechanisms, and promptly "exit" employees with weak safety awareness and poor safety quality, so as to survive and eliminate the fittest. Focusing on improving safety concepts, employee quality and safety ideological realm, we will continue to strengthen "humanistic construction". For example, a standardized assessment system for job assignments is implemented among employees. The team (team) leader, security inspector and acceptance inspector are responsible for the assessment, score and announcement every day, and are linked to the piece-rate salary of the day. By moving the "gateway" forward, safety management objects can be fully diversified, the forms can be diversified, and the results can be tracked, ultimately ensuring the safety of human nature. Adhere to the concept as a guide. Mentality safety culture is the foundation and premise of safety culture construction and best embodies humanistic thinking. Whether it is a manager or an operator, only when the mentality is safe can the behavior be safe; only when the behavior is safe can the safety system be implemented.

The pursuit of health is a basic need for everyone, but why are there still repeated prohibitions on the "three violations"? The key problem is that the correct safety concept is not established! For example, in pursuit of profit maximization, a small number of coal mine managers, based on the behavioral orientation of safety management, force or induce the employees of their units to work hard, work hard, and violate regulations and take risks; for another example, "I want safety" should be the employee's responsibility. Intrinsic needs, but now it has become a hard target that managers force managers to complete... If misconceptions are not eliminated and correct safety concepts are not established, the construction of safety culture will be like drawing water from a bamboo basket. Give full play to the contagious effect of family affection. In the past, most of the safety education was "I say and you listen", either preaching great principles to the whole class or giving paternalistic reprimands. To solve the problem of safety education reaching the heart and mind, we must pay attention to emotional investment and "see the true feelings in the subtleties." For example, we adopt family education methods such as celebrating employees' birthdays, sending aphorisms, and having heart-to-heart conversations, and seize the opportunity to subtly promote safety ideas to employees; and sincerely invite employees' families to participate in safety and security activities to give full play to the contagious role of family affection, Build a secure second line of defense. 3. Incentive and constraint mechanisms are guarantees. Shaping coal mine safety culture is a long-term, arduous and meticulous psychological work. It requires coal mines to consciously, purposefully and organize long-term summarization, refinement, advocacy and strengthening. It requires coal mines to establish effective The incentive and restraint mechanism ensures that the values ??established by the coal mine safety culture are long-term and comprehensively reflected in all economic activities and employee behaviors of the coal mine, and are further promoted. Actively create practical and feasible coal mine safety culture operation and management systems and mechanisms. Coal mine safety culture needs to be designed and managed, and it focuses on practice. Therefore, once the coal mine safety culture is finalized, it must actively create operational management systems and mechanisms that adapt to its own characteristics to ensure that it is integrated into the operation and management of the coal mine. When creating safety culture in coal mines, it must be integrated with operation and management, and culture cannot be done in isolation. Therefore, the construction of safety culture requires coal mines to continuously reform and innovate, improve operating mechanisms, and implement scientific management; strengthen safety culture and business skills training for employees, and continuously create a well-trained workforce; actively carry out democratic management activities to create a democratic, harmonious, and A safe "family environment"; strengthen the safety management mechanism, implement supervision and assessment, and build a community of interests between coal mines and employees. Use the system to strengthen. To consolidate and develop intangible coal mine safety values, we cannot simply write them on paper, hang them on the wall, or say them in our mouths. We must also implement them in actions, incorporate the intangible into the tangible, and penetrate them into every aspect of the enterprise. We will vigorously advance the various rules and regulations and work specifications, standards and requirements. Enable employees to feel the guiding and controlling role of coal mine safety culture in every production and operation activity. Only by linking the system construction with the construction of coal mine safety culture and consciously integrating it into the specific practice of management work can employees turn the systems that restrict behavior into their own guide to action and truly accept the safety values ??advocated by the enterprise ideologically. Concept, coal mine safety culture has lasting vitality. Correct behavior is highly encouraged. The final formation of coal mine safety values ??is a process of accumulation of personality psychology, which needs to be continuously strengthened. When employees' correct behavior is encouraged, this behavior can be reproduced, become a habit and stabilize, and gradually penetrate into the deep concepts of employees. Not only that, encouraging correct behavior makes employees feel that our company has begun to pay more attention to the shaping of coal mine safety culture in actions, and also sets a practical example for other employees to follow, thus creating a copycat effect. Therefore, continuous encouragement and reinforcement of behaviors that comply with coal mine safety value standards is an indispensable and important part of consolidating coal mine safety values. 4. It is a prerequisite for managers to lead by example. "The train runs fast because of the headband." Only coal mine decision-makers and managers lead by example, firmly establish the awareness that "life is supreme and safety responsibility is paramount", and "take one more look, take one more precaution, check one more point, and take one more step" in the daily management of safety production. , the creation of coal mine safety culture has vitality. The person in charge of the coal mine leads by example and actively advocates. Coal mine leaders should actively promote safety culture in work practice and practice it, so that employees can see what the company advocates, what it opposes, and what standards and norms are used to perform work. On the contrary, if leaders do not advocate and practice it, coal mine safety culture will not be strengthened among employees, and it will be difficult to become a culture shared by all employees.

Over time, it can only drift away from the safety culture value norm system and fall into empty talk. The carefully designed and positive coal mine safety culture will gradually return to its original state. Efforts must be made to improve the quality of managers. The level of employee safety quality is directly related to the methods of safety managers. In the past, managers relied more on criticism, education and financial penalties to catch "three violations". In particular, individual managers use simple and crude methods in the process of implementing the system, which can easily cause emotional harm to employees, thereby creating resistance and rebelliousness to safety managers, greatly reducing the effectiveness of economic penalties. In order to enhance the management effect, managers should pay attention to the use of flexible management methods while strictly implementing rigid systems, and subtly change people's habitual illegal behaviors. Safety culture comes from practice and guides practice; it comes from the masses and goes to the masses. There is no need for perfection and blame, no formality, only extensive participation of employees, happy to hear and see, concise and clear, easy to understand at a glance, easy to understand at a glance, profound in meaning, subtle in meaning, touching people with intention and emotion, and truly achieving the role of a safe line of defense in the mind.