Model essay on standardization construction of safety production in civil explosive enterprises

I suggest that you convert the checklist of enterprise safety production standardization construction to form a model essay.

Construction of enterprise safety culture

1. The concept and significance of enterprise safety culture

Some experts say this: an enterprise with a five-year life depends on luck; A 1-year-old enterprise depends on leadership; A 15-year-old enterprise depends on management; Enterprises with a life span of more than 2 years depend on culture.

"Safety culture is the sum of all kinds of qualities and attitudes existing in units and individuals, that is, the unity of safety values, attitudes, ethics and codes of conduct enjoyed by employees in enterprises. In other words, safety culture is the sum of all kinds of material products and achievements in the field of consciousness created by human beings to protect themselves from accidental injuries in the practical activities of obtaining production and living materials. Safety culture is a branch of culture and an important support and component of harmonious culture.

the premise of enterprise safety culture construction is people-oriented, and it is necessary to meet the needs of workers' safety and health as the starting point and the end result, so as to achieve employees' intrinsic value pursuit, which is recognized both spiritually and materially. This is a process that allows employees to cultivate a sense of warmth, accomplishment and pride in the enterprise, and then activates its internal factors, so that every employee can participate in it with passion and form a strong sense of responsibility and mission. This is a core content of safety culture. However, in many enterprises, due to the lack of effective incentive mechanism and inadequate incentive measures, employees generally lack the initiative and creativity to participate in the construction of safety culture. The problem is the lack of an executive culture, an executive process, an effective training, and a planned organization, evaluation and research in safety management, which is manifested as follows: some positions in some enterprises are difficult to follow or even have no rules to follow, and some enterprises neither pursue or study violations. "Rules must be followed and violations must be investigated" is just a slogan. The premise of investigating violations is to find violations. Who found violations? Is it checked by a few safety management personnel? Or is it self-inspection, mutual inspection by all employees and layer-by-layer inspection by managers at all levels? It has long been customary to set up security officers to patrol the inspection, which is an indispensable method, but it is not the only method, nor a radical method, because the basic foothold of this approach is "I want to be safe" rather than "I want to be safe", so it often happens that the inspectors leave with their front feet and then have accidents. How to change from "I want to be safe" to "I want to be safe"? The management method must be reformed, mainly not by the inspection of safety management cadres to find violations, but by each employee to find violations and hidden dangers from the perspective of self-protection. To this end, we have established a "post self-inspection system", in which post employees conduct self-inspection according to post safety regulations, improve the safe working environment of posts, improve the conditions of post intrinsic safety, and standardize post safety standardization operations, so as to achieve "two things without regulations, accidents and regulations" in posts. Through the above work, employees' awareness of "I want to be safe" is gradually cultivated and their ability of "I will be safe" is improved. On this basis, we also emphasize that managers at all levels are the first responsible persons for production safety and are responsible for the safety of their responsibilities. At the same time, a level-by-level inspection system is established. Through the organic combination of self-inspection, mutual inspection, level-by-level inspection and spot check, violations and hidden dangers of each post are constantly discovered, and violations of each post are constantly corrected and potential safety hazards are eliminated.

a large number of practices at home and abroad show that safety culture is the decisive factor for the effectiveness of safety production system, employees' feelings and cognition of enterprise safety culture dominate their safety awareness and behavior development, and safety culture determines whether the elements of safety production system work effectively. In enterprises that have formed a positive and effective safety culture, the safety production system can effectively play its role, and the safety production situation of enterprises is in a stable and good state; However, when the negative safety culture or safety culture atmosphere is not formed, the role of safety production system is difficult to play, and the safety production situation of enterprises is in an unstable fluctuation state.

2. Basic views on the construction of enterprise safety culture

Although the development experience of many enterprises at home and abroad has proved that the construction of safety culture is an effective method and an important way to finally solve the problem of enterprise safety production. However, the one-sidedness and superficiality of many domestic enterprises' understanding of safety culture determines that it is difficult for these enterprises to achieve ideal results in safety culture construction. Even some experts, through several years' investigation on the construction of enterprise safety culture, have summed up a variety of enterprise safety culture models, such as enterprise safety culture image model, enterprise safety culture spirit model, safety production model enterprise or spirit incentive model, enterprise safety benefit culture model, enterprise safety science and technology culture model, enterprise safety culture publicity and education model, enterprise safety culture civilization and morality model, enterprise safety behavior model, enterprise safety activity model and enterprise safety management model. All these show that although enterprises have some thoughts on the understanding and practice of safety culture, they are still in the stage of superficial understanding and simple induction, and even there are still many misunderstandings.

an active and effective safety culture is the cornerstone for enterprises to realize intrinsic safety. In our opinion, in order to carry out the construction of enterprise safety culture smoothly, we must change the traditional enterprise safety concept and look at the safety management problem with a new perspective and way of thinking. Enterprises should regard the construction of safety culture as a successful ladder for enterprises to ensure safety in production, safeguard the safety and health of employees, and achieve safe and sustainable development, rather than a face-saving job that has to be carried out because of the provisions of national laws and regulations and the requirements of government regulatory departments at all levels. For outstanding enterprises led by visionary entrepreneurs, safe production and safe development have become the key success factors for enterprises to unite people and grow stronger. The construction of safety culture not only does not hinder the realization of the enterprise's management benefit goal, but also is an important way for the enterprise to realize the sustainable development goal, and it is also an important magic weapon for the enterprise to increase cohesion, influence and competitiveness.

3. Models and characteristics of safety culture construction

Some effective methods have been explored in the construction of enterprise safety culture, and a performance-oriented safety culture construction model has been initiated. We believe that the construction of enterprise safety culture must be based on the reality of enterprise's own development, proceed from the environment in which the enterprise is located and the requirements of its own development, and create an intrinsically safe safety culture with the goal of establishing an intrinsically safe enterprise, the core of safety value, the focus of safety behavior and the guidance of safety performance. The safety culture we advocate has the following characteristics.

the essential safety culture dialectically sublates the traditional safety management, which makes the enterprise safety management shift from "things" and "things" as the center to "people", highlights the position and role of "human behavior" in safety management, and truly establishes the basic concept of "people are the driving force of safety, people are the subject of safety, and people are the purpose of safety", thus shaping the essential safety person, and finally.

every employee of an excellent safety culture enterprise pursues excellent safety production results and achievements. The leaders, managers and production employees of the enterprise are not satisfied with the general safety management level of the industry, and strive to achieve world-class management level and safety objectives;

every employee of a full-time safety culture enterprise can consciously realize that there are many crises and risks in their work, and can actively and constantly identify and eliminate various safety hazards, and gradually form a good atmosphere of "safety production is my responsibility" and "safety production is everyone's responsibility";

A fair safety culture enterprise admits that everyone may make mistakes, and can understand mistakes, but it cannot tolerate intentional violations. Operators know which behaviors are acceptable and which are unacceptable and reach an agreement with the enterprise. Producers have the right to refuse any unsafe production and operation activities;

The report-based safety culture encourages everyone in the enterprise to express their opinions and suggestions on safety in production. The management department takes every safety report seriously and analyzes it, and should feed back the information to the reporter regardless of whether it is necessary to take action. Even the useful reports should be publicly praised and rewarded;

4. Pillars of enterprise's safety culture construction

Generally speaking, enterprise's safety culture construction has four pillars: concept target system, management control system, development power system and image communication system. Without the idea and goal as the foundation, the construction of safety culture is aimless and difficult to produce results, and it is also difficult to unite people and trigger deep-seated enterprise changes; Without management control system and optimized organization, system and process, there will be no carrier for safety concept, and it will be difficult for employees' behavior to change, and it will be difficult for safety culture construction to produce practical results. Without the development motivation system, reasonable talent selection and entry and exit system, post qualification system, performance management system and value distribution system, employees will have no passion and motivation to implement changes; Without image communication system, enterprises can't establish their own public image, and employees can't identify their own image.

ideas are the fuel and power of change. The construction of enterprise safety culture should first choose a correct benchmark, establish a correct safety concept, and constantly adhere to it in the work. Without a good combination of ideas and practical work, ideas are empty; Without the correct idea to guide the action, it is difficult for the action to achieve the expected results. Founded in 182, DuPont International Group's safety record is 3 times better than that of other industrial enterprises. In fact, its leader proudly said: The safest thing for employees is to go to work. Because DuPont employees are 1 times safer at work than at home. Achieving this ideal result depends entirely on DuPont's ten safety concepts. From the perspective of DuPont's Shanghai-based enterprise, the company truly regards safety in production as the first major event in enterprise management, and everyone practices it. The first thing a leader does after he goes to work is not to inquire about the material production, but to inquire about the implementation of safety discipline in the production process. People who follow leaders are often not secretaries, but security officers. The first thing for all employees after going to work is to study safely. The strict safety rules have reached a harsh level, even in the office building, there are strict rules for going up and down stairs, and those who have handrails and go downstairs without handrails are punished as illegal. Anyone must enter and leave the factory with a "badge".

with these four pillars, there are four core elements in the enterprise safety culture system: attitude, ability, relationship and environment. But these are not enough. The construction of safety culture is not a gust of wind, but a profound corporate culture change and management innovation, which will have a far-reaching impact on the future development of enterprises. Cultural change requires the investment of time, strength and responsibility. Therefore, the construction of safety culture is a basic and strategic project of enterprises, which needs to be promoted in a planned, organized, means and long-term and sustained way. It is impossible to achieve it overnight, and it is not advisable to get quick success and get quick success. The promotion and shaping of enterprise safety culture must have systematic organizational design, must be combined with the development strategic objectives of enterprises, must be combined with safety management, must be guaranteed by systems, must be promoted by mechanisms, and must be implemented and implemented by a group of enterprise culture management talents with professionalism and professional ability.

PDCA cycle method-that is, from the top level of the enterprise, to all units and management departments, to all operating machine teams, and finally to everyone, the big ring sets the middle ring, and the middle ring sets the small ring. The upper cycle is the basis for the next cycle, and the next cycle is the implementation of the upper cycle, which is interrelated, coordinated and promoted with each other, closely linked with each other, forming a personal insurance team and a team to protect the workshop.

5. Basic conclusion:

The Book of Changes says: "A gentleman is safe without forgetting danger, keeps without forgetting death, and manages without forgetting chaos". The construction of safety culture is a strategic move for the long-term stability of enterprises. How to make the enterprise develop safely, realize sustainable development and build a safe and harmonious enterprise through the construction of safety culture is a major issue that enterprise leaders are always thinking about. Similarly, the construction of enterprise safety culture cannot be achieved overnight or overnight. We should always keep pace with the times, constantly innovate and enrich development, so as to have vitality and vitality. Only when the leaders of enterprises attach great importance to it, make careful plans, form a strong and effective operation mechanism, and strive to create a distinctive enterprise safety culture construction model, when this model is put into practice and successful, the enterprise safety culture construction will really blossom and bear fruit.

three basic characteristics of intrinsic safety: first, the reliability of behavior, no matter what environment and conditions, employees can consciously abide by the rules and regulations to ensure individual safety; Second, the reliability of the state, whether dynamic or static, equipment and facilities must always be in a safe state; Third, the reliability of the system, establish and improve the safety related system of man-machine complementarity and man-machine restriction.

The so-called hidden danger exists not only in one aspect of the construction site, but also in people's thoughts, styles, management, systems and operation behaviors.

ideological hidden dangers, including emphasizing production, neglecting safety, carelessness, fluky psychology, etc.

hidden dangers in work style, including making it impossible to ban, talking about preventive measures on paper, being superficial, etc.

hidden dangers in management, including illegal command, illegal operation, violation of labor discipline and lax monitoring;

hidden dangers in the system include lack of system, lagging standards and lax law enforcement.

Here, we briefly focus on the hidden dangers of people's work behavior. In 1931, a safety scientist named Heinrich analyzed that people's unsafe behaviors caused 88% safety accidents. The statistical results of the famous DuPont company show that 96% of accidents are caused by unsafe behaviors of people, and the NSC of the United States Security Council has come to the conclusion that 9% of safety accidents are caused by unsafe behaviors of people. Our country's research results show that 85% of accidents are caused by people's unsafe behaviors. These figures show that people's unsafe behavior is very important, and we must correct and make safe behavior habits into our standard daily habits to the maximum extent, so that we can enjoy safety in production and life.

For example, the following phenomena:

1. Failure to observe the safety operation rules, illegal operations, such as climbing and sitting in unsafe positions, directly using hands instead of tools to operate, refueling, maintenance, cleaning and so on during mechanical operation.

2, technical level, physical condition does not meet the requirements of the staff work at their posts.

3. Habitual illegal operations are not considered, and they are lucky about the existence of hidden dangers, such as not wearing seat belts for aerial work, insulating shoes for welding work, goggles for high-speed rotation work, gloves for metal cutting work, and gas masks for toxic and harmful operations.

4. Be careless about alarm sound and fault indicator light, and ignore and misunderstand safety signals.

5. Lack of basic safety skills, such as basic knowledge of first aid, correct use of fire-fighting equipment, fire escape and self-rescue.

6. Incorrectly wear personal safety protection articles, or even give up using them.

7. drinking or dozing off before work or during working hours in violation of labor discipline.

these are the enemies of production safety, and must be carefully investigated and rectified.

8. The above hidden dangers are embodied in the following common unsafe behaviors:

(1) The protective cover (bar) of the transmission part of the equipment is defective or not installed properly, so it is started for operation;

(2) When overhauling live equipment,