This clear division of labor enables the team to be more effective in on-site management, and can play a more active management and people-oriented role in the internal management of the team, creatin

This clear division of labor enables the team to be more effective in on-site management, and can play a more active management and people-oriented role in the internal management of the team, creating an intrinsically safe team and shaping intrinsically safe employees. In terms of autonomous dynamic management of teams, I think we should start from four aspects.

1. The team independently manages the safety skills and programmed operation training of its employees. The first is to organize the employees of this class to adhere to the principle of "what to do, what to learn, and what to test" and adhere to the "one question per day" and "one skill per day" learning and training. The second is to implement the team leader and master lecture system. The monitor and master will give lectures in person according to actual needs, and teach programmed operation skills on the spot, and carry out "one master and one apprentice" activities for employees with low education and unskilled skills. Third, the team leader regularly checks the study notes of the employees in the class and conducts regular assessments on programmed operations to promote the training effect. The fourth is to organize the employees of this class to conduct monthly theoretical and practical assessments every month, and incorporate the assessment results into the salary distribution of the team.

2. The team independently manages the safety and quality standardization work of the class. The first is to independently manage the safety of the class and establish employee bad behavior files as the basis for rewards and punishments for teaching assistants. The second is to deal with the "three violations" of the class through assistance, warning, inspection and off-the-job training. The third is to strengthen on-site quality standardization and civilized production management. Implement programmed operating responsibilities, clarify standard requirements, and standardize operating behaviors. We strive for refinement on both the upper and lower levels to achieve a virtuous cycle of quality standardization-safety-civilized production. The fourth is to establish a system of special personnel responsible for the quality of work links, and closely link project quality and safety with wages.

3. Establish independent management operating procedures for team leaders and implement a signature system. First, before the start of each project, the team leader must first familiarize himself with the operating procedures and establish an assessment file for the team leader to learn the procedures. Second, the team leader organizes the employees of the class to implement the regulations three days before the start of the new project. Only after they understand the regulations and sign can they start work. The third is to incorporate important aspects of the homework regulations into one-question-a-day study, with a unified exam at the end of the month. Fourth, the implementation team leader is the first person responsible for the implementation of operating procedures and is responsible for implementing the procedures and measures into every process on site.

4. Improve team assessment and strengthen the true ability of independent and dynamic management. The first is to establish a team leader safety responsibility system to clarify the specific tasks, responsibilities and powers of the team members in safety work, so that each post has one responsibility, so that every process and link of safety work is managed by someone and everyone is responsible. , there are standards for operations, and there are assessments for work. The second is to implement dynamic management, implement programmed and refined management, and make the programmed operations of the team members every day, every hour and every thing as part of the daily assessment of each person. The third is to implement the responsibilities and rights of team leaders and develop the self-management capabilities of "four grasps and four no-goes". The "four grasps" are to focus on on-site management, the operating procedures and project quality of the entire process, the distribution of points and wages on duty, and the handling of hidden dangers and safety confirmation after shift handover. The "four don'ts" are not to leave if the hidden dangers of accidents are not handled well, not to leave if the safety tasks are not up to standard, not to leave if the on-site civilized production is not carried out, and not to leave until the hidden dangers left over from the shift are clarified.

3. Standardize the on-site management system construction of district team leaders and strengthen the system execution ability

To achieve effective results in team safety construction, the establishment of a long-term mechanism must be guaranteed by the system. The focus of team safety construction is on the work site. If we grasp the institutionalized management of the work site, we will grasp the key points of team safety construction. Therefore, we must start from the implementation of work specifications and operating specifications, use systems to manage people and things, and strengthen system execution. force. To ensure that team safety management is implemented, I think we should do a good job in eight aspects:

First, insist on standardizing the pre-class meeting system. Before going to work, after the district team assigns the production tasks of the class, the team leader will divide the work in detail based on the attendance of the class, assign precautions when working, quality standards, and project task volume to the person responsible, and check the mood of the personnel in the class. Those who are emotionally unstable or have ideological problems should not go down the mine. This is the first step to do a safe production. After get off work, a post-shift meeting is held to summarize the work situation on duty, identify hidden dangers, and carefully fill in the work diary of the shift in case of "three violations" and conduct monthly safety and quality assessments.

The second is to adhere to the class safety patrol inspection system.

The foothold of enterprise safety management lies in the team. The terminal of accident prevention work is every employee. It is necessary to improve the safety awareness of every employee so that they can truly realize the transformation from "I want safety" to "I want safety". a fundamental shift in security. It is necessary to adhere to the people-oriented safety policy and create a good atmosphere in which "everyone pays attention to safety". One is to adopt safety culture signs, TV, audio and video products, blackboard newspapers, slogans, banners, safety education books, media and safety knowledge competitions, speech contests, theatrical performances, "Three Violations" personnel's personal statements, and team "Safety Star" introduction experience and other various forms of activities, strengthen the safety production publicity campaign, and achieve education through entertainment, so that the awareness of safety production is deeply rooted in the hearts and minds of the people. Safety knowledge becomes a household name, is widely disseminated, and subtly regulates people's safety behavior. The second is to adhere to the principle of "people-oriented, safety first" and create a team safety culture with the purpose of realizing people's value and protecting people's life safety and health. We insist on influencing people with a safety atmosphere and guiding people with safety concepts. Through multi-form, multi-level and all-round strengthening of concept penetration, we promote a healthy and progressive safety culture full of humanistic care. Establish a safety concept with safety values ??as the core. The third is to refine and cultivate a safety concept system, use safety vision to drive the externalization of safety behavior, form safety goal vision and concepts with district team, team, and individual characteristics, and combine these concepts with family education to integrate parents’ wishes and The wife's instructions, children's expectations, personal encouragement, and employees' "family portraits" photos, warnings, safety tips, etc. are made into exquisite signboards and hung in eye-catching places, creating a strong team safety atmosphere. Create an intrinsically safe team by creating a team safety culture.