If you are a workshop manager, how will you do a good job in safe production?

People often say: Safety is the eternal theme of enterprises. For our Daqing Petrochemical Company, a refining and chemical enterprise, safety means life and efficiency. In the past eight months, the company's safety situation has been very serious: two liability accidents occurred on October 27, 2004 and March 3, 2005 respectively, resulting in the death of 6 employees of the company, not only economic losses It was disastrous and caused great emotional fluctuations among employees! After learning from the pain, a realistic and severe task is placed in front of us. As the workshop director, I should do a good job in the following aspects of safety production in this workshop. 1. Strengthen employees’ safety awareness Every one of our employees begins to receive safety education as soon as they step into the industry. Everyone is familiar with the safety work policy of “safety first, prevention first”. The safety activities every Tuesday are an effective way to learn safety documents, rules and regulations, and accident cases. So why do safety incidents occur again and again? And analyzing the accident is all "violation"! What kind of thoughts will lead to what kind of work attitude, and the work attitude determines a person's work behavior. If you want to do any job well, you must first pay attention to it ideologically. Analyzing the root causes of the above two accidents, they are both the result of the long-term accumulation of paralysis of safety thinking and the resulting hidden dangers in technology, equipment and management. It can be said that hidden dangers in safety thinking are the biggest hidden dangers and the source of safety accidents. Our company's brother factory had problems with production safety, which not only caused the company to suffer economic losses, but also affected the company's image. Ultimately, the interests of employees were harmed. Therefore, the workshop director should establish an idea of ????valuing safety among employees, so that employees understand that attaching importance to safe production is to protect the employees' own interests; ignoring corporate safety is to ignore the interests of employees. Establishing the idea of ??safety first cannot be achieved overnight. It requires long-term safety education in the workshop. Safety experts have concluded that any accident can be prevented by analyzing the causes of a large number of accidents. There are signs behind accidents, signs behind signs, and there are no accidents that are unpreventable and avoidable. As a workshop director, you should constantly instill in employees through various effective methods to strengthen this prevention-oriented safety awareness and concept. Employees should be made aware that ideological contempt and behavioral inertia are the main causes of accidents. The most taboo thing in safety work is the style of treating the head when it hurts and the foot when it hurts. In actual work, we must focus on prevention and nip all accidents in the bud. Putting prevention first means changing post-processing to pre-analysis, changing accident management to hidden danger management, changing passive management to active management, and breaking out of the bad cycle of "when an accident occurs, it is rectified and then inspected, and when an accident occurs again, it is still rectified and then inspected." If the goal of safe production is achieved, the elimination of hidden dangers, the formulation and drill of emergency response plans are the embodiment of the prevention-oriented work philosophy in actual work. 2. Standardize the work behavior of employees Safety work focuses on implementation. The weakness of safety is just talking but not doing it. Our purpose of studying and analyzing many safety accident cases is to do a good job in safety work around us, learn the lessons we should learn from others, and implement the measures we should take. The foothold of workshop safety management is the team, and the end point of accident prevention is every employee. The overall safety of the workshop depends on the safety behavior of each person and every position, so ensuring safe production must start with standardizing the work behavior of employees. As the water quality workshop of the service department of the water and gas plant, the "Position Safety Responsibility System", "Analysis Procedures" and "Position Safety Operation Procedures" are instructions for employees to carry out their work. Its content is a summary of years of practical experience and lessons learned. Workshops should do a good job of employees studying and practicing these three guidelines. Daily training in the workshop should not only include theoretical techniques and practical operations, but also should not forget to train employees on their safety responsibilities and procedures. Make employees aware of the safety responsibilities shared by their positions, risks at work and correct operation, control and reduction methods. In management, deviations that occur in the work should be corrected consistently through weekly inspections, so that they can strictly follow the "one rule and two rules" and develop standardized habits. The daily safety management work in the workshop should also focus on key positions. The key positions in the water quality workshop are the sewage, instrument and circulating water analysis classes.

Because the work of these three teams involves on-site explosion testing, oxygen testing, poison testing and the use of organic toxic reagents. On February 19, 2004, an employee in the sewage analysis class was poisoned. A similar lesson must not be allowed to happen again. The safety management of the workshop should go deep into the grassroots level, supervise and inspect the correct use, maintenance and maintenance of protective equipment and the correct use, protection and disposal of toxic and harmful reagents, so that employees can deeply understand the concept of "poisoning is a violation" and resolutely do "anti-three" The backbone of "violation". If the first level is responsible for the first level, and the first level is guaranteed for the first level, the safety of our enterprise will be guaranteed. In short, safety is the foundation of all work and the top priority of all work. Only if employees keep their safety awareness in mind before work, comply with various safety operating procedures during work, and always summarize safety experience after work, can they make no mistakes and our company can strive for better results! Insights on on-site management of Japanese companies. The author once worked for a Japanese-owned electronics company in Shenzhen, witnessed and implemented the daily management work of Japanese people, and deeply realized this: the high quality of Japanese products comes entirely from strict daily management!

1. Quality requirements for management cadres

The Japanese people’s quality requirements for management cadres focus on practical work ability. Let's take the position of workshop director as an example to describe how the Japanese require this position.

The workshop director must be familiar with the performance and operation methods of the equipment and instruments used in the workshop, have a thorough understanding of the auxiliary equipment required to ensure product quality (can design or make it by himself if necessary), and have a thorough understanding of the production process. The causes of undesirable phenomena that occur must be confirmed promptly and accurately, and corresponding countermeasures (solutions, implementation plans) must be taken and resolved immediately.

2. Instruction of quality concepts for all employees

Quality is not just for production workers. Production workers, handymen, secretarial finance, and management cadres all have their own positions. work quality indicators. In order to enhance and strengthen the quality awareness and concepts of all employees, Japanese companies, in addition to regularly organizing all employees to focus on learning basic knowledge about quality, must first conduct cognitive training for new products before they are put into production - What is this product, what role does it play, how to produce it, what equipment, instruments and tools should be used, how to operate it correctly, what adverse phenomena may occur during production, what are the countermeasures, etc. In cognitive training, after everyone understands it, product design engineers and production engineers will do it themselves to show the workers, and if necessary, teach them how to do it step by step until they can do it.

3. Quality assurance system and measures

The quality assurance organization of Japanese companies is called the "Quality Control Department". They report directly to the top leadership of the factory. The Quality Control Department consists of three departments (or groups): QA, QC, and IQC. QA (Quality Assurance) is a management method of quality assurance. Its function is to continuously evaluate the adaptability elements of the specification, verify and review the production and manufacturing, installation and commissioning, testing and inspection, etc., and formulate and issue various The quality standards and inspection means and methods of various products in the production and manufacturing process, report product quality status, conduct quality technical analysis of quality factors detected by QA, and coordinate with the technical design department and production in case of emergencies of defective products at the production site The management department conducts quality review and confirmation to find out the causes and countermeasures and implement them quickly. QC (Quality Control) is the post-inspection inspection department, which reports the work results to the QA department. IQC (Improvement Quality Control) is the means and department for quality inspection and control of all purchased raw and auxiliary materials, purchased parts and outsourced parts in the factory. It penetrates into every aspect of production. In the implementation, whether it is the first time incoming material or the supply or processing of old customers with high reputation, it must be strictly inspected every time. If it is qualified, it will be stamped with a Pass stamp before it can be put into storage; if it is not qualified, it will be unambiguous. return the goods. After layers of "IQC", the product quality rate will naturally increase.

4. 5S management (civilized production)

Japanese companies attach great importance to civilized production. They refer to the five management methods of civilized production as "5S" management, which means "organizing", "Organize", "sweep", "clean", "beautify".

1. Organize. Organizing is to completely separate the things you need from the things you don’t need, put the things you need in designated places and clearly label them, and implement target management; the things you don’t need are resolutely disposed of. These disposed items include raw and auxiliary materials, semi-finished and finished products, equipment and instruments, mold fixtures, management documents, forms and documents, etc.

2. Reorganize. After those unnecessary things are disposed of, the necessary things should be placed according to the target management position. All things that are piled randomly or temporarily unused and need to be placed without special instructions should be subject to on-site management cadres (team leader, workshop director, The responsibility of the deputy director of the production department, section chief, etc.). This overhaul is equally important for every department.

3. Clean up. It means cleaning and wiping away dust, dirt, debris, mud, sand and other dirty things on the workplace, environment, instruments and equipment, materials, work clamps and measuring tools.

4. Clean. Cleaning is the most general daily maintenance activity after "organizing", "straightening" and "cleaning". For example, there are no falling objects (parts) on the floor, no oil stains, no garbage and paper scraps, no random placement of things, no fingernails left by the operator (special process), long hair of female workers entangled in the work cap, and only work slippers (special process). occasion) etc. The implementation of this management method requires each employee to review and confirm whether there are any of the above-mentioned adverse phenomena in his or her work area at any time, and if so, correct them immediately (not after get off work!). 3 minutes (5 minutes may be used depending on the situation) before leaving get off work every day to carry out cleaning operations involving all employees, so that the entire environment can be maintained in good condition at all times.

5. Physical beauty. Physical beauty is to cultivate good courtesy, work habits, organizational discipline and professionalism among all employees.

A 3 to 5-minute "5S" once a day, a 15-minute "5S" once every weekend, a half-hour "5S" once a month, and a two-hour "5S" at the end of each year, so that it never stops. If we persist, civilized production can reach a new level, and the quality of products can be improved to a newer and higher level. 5s Editor's note: Literally speaking, 5S refers to five words starting with the Roman notation "S" of Japanese words, namely: clean up, straighten out, sweep, tidiness, and quality. These five words and their meanings sound very simple, but they will have a profound impact on the company's culture... Company K is a printing company, mainly engaged in corrugated boxes for packaging, screen printing and traditional offset printing. . Two years ago, the company launched a "printing management information system", which has indeed played a great role in the highly competitive printing market. At this time, Mr. Hou, the general manager of the company, began to set his sights on the field of all-digital printing.

Accepting the 5S Challenge

The joint venture project being negotiated between K Company and a Hong Kong company is to introduce new digital printing equipment and processes into K Company, and at the same time transform the company's printing information system.

However, the joint venture negotiations with Hong Kong businessmen did not go smoothly. The other party made many comments about Company K's factory management that Mr. Hou considered too "picky": For example, the paper, ink, and tools in the warehouse and workshop were not neatly arranged; the floor was not clean enough, and there was too much oil on the printing press. "Unbearable"; the workers' work clothes were also "unsatisfactory"...

Later, in the terms of the joint venture, the investors insisted on "introducing the 5S method of on-site management of modern production enterprises" as a necessary conditions, written into the text of the contract.

At the beginning, Mr. Hou and the company management felt that the Hong Kong side was making a fuss out of a molehill. "It's just about doing hygiene and making the environment more beautiful." Mr. Hou felt that these things were too "pediatric" and had nothing to do with modern management and information management.

However, in order for the joint venture to proceed smoothly, Mr. Hou still agreed.

A few months have passed, and Mr. Hou recalled these ‘trivial things’, “with a feeling of being completely transformed”.

The shock of "trivial things"

Promoting the "5S management method" that was popular among Japanese manufacturing companies in the 1950s requires a lot of preparation and training.

Literally speaking, 5S refers to five words starting with the Roman notation "S" of Japanese words, namely: cleaning (Seiri), rectifying (Seiton), cleaning (Seiso), and tidiness. (Seiketsu), literacy (Shitsuke).

These five words and their meanings sound very simple. At the beginning, everyone was very disapproving.

A few days later, Mr. Mak, who was sent by the Hong Kong side to guide the implementation of 5S, conducted an on-site investigation and used a large number of on-site photos and investigation materials to give the leaders and employees of K Company a strong shock.

Mak discovered that there were always piles of different types of paper on the floor of the printing workshop, some of which were currently in use, and some that "I don't know who moved them here"; discarded ink and dismantled rollers The tubes and wire mesh lay in a corner of the workshop, covered in grease; the tools used by the workers were not clearly marked, and it took a lot of trouble to find a suitable tool.

The situation in the warehouse is not much better.

There is only a narrow, unisolated passage between the shelves where paper, ink and accessories are stacked and the shelves where finished products are stored. It is common for the product numbers to be inconsistent with the goods. Sometimes, the remaining paper returned from the workshop is mixed with the reams of new paper, and no one can tell how much has been used.

Mr. Mak also checked the MIS system that Mr. Hou was proud of, and checked several computers placed in the Planning Department, Sales Department, and Purchasing Department, and found that the files on the hard drive were also in chaos. There are randomly created subdirectories and randomly created files everywhere. There are some subdirectories and files that you don't know what is inside unless you open them and look at them. Moreover, Mr. Mak discovered that there are many types of file versions, including outdated files, temporary files, wrong files, or multiple copies of a file.

In Company K, everyone has been accustomed to the following phenomena for a long time: the things you want can never be found; the things you don’t need are not thrown away in time, and they seem to be “in the way” at any time; in the workshop, On the desk, in the file cabinet and in the computer, there are such "don't know" everywhere - I don't know who this is; I don't know when it was put here; I don't know if it is still useful; I don't know if it should be used. Clear it; I don’t know how much it is...

"In this case," Mr. Mak asked Mr. Hou bluntly, "How do you ensure the quality of the product? How do you ensure that the data in the computer is true? How to boost morale? Enhance employees’ sense of honor and mission?” For the last question, Mak pointed to a dusty slogan posted on the wall, “Regard users as God and quality as life.”

Cleaning, rectifying, cleaning

Mak divides the work of promoting 5S into two major steps. The first is to promote the first three "S", namely cleaning, rectifying and cleaning.

Cleaning up means clarifying what is useful for each person, each production site (such as work stations, machines, locations, walls, storage racks, etc.), each desk, and each computer. , which ones are useless, rarely used, or damaged.

Cleaning is to sort out the defective products and non-essential items mixed in with good materials, good tools, good accessories, and good documents. What should be dealt with should be dealt with on the spot, and what should be discarded should not be regretted. "Especially electronic 'waste'," Mak warned managers, "can greatly reduce your work efficiency; the constant search, confirmation, and comparison of files will waste a lot of working time."

< p>Reorganization means to label and distinguish each cleared "useful" item, tool, material, and electronic file in an orderly manner, and place them in "according to the reasonable layout of the work space and the actual needs of the work." "Within reach" and "eye-catching" place to ensure "ready to use".

"Reorganizing" sounds very simple, but judging from Mak's experience, it is actually a very careful work. For example, computer file directories are the best example.

"Generally speaking, time, version, nature of work, and file owner can all become key factors in document classification." Based on his own experience, Mak introduced to everyone in detail "What is electronic Office". For a company that gradually uses computers and the Internet to manage production processes and handle daily affairs, how to properly handle the relationship between paper documents and electronic documents is an important part of developing good "electronic office" habits.

“In the process of electronicization, if the bad habits of ‘dirty, messy and poor’ in the manual work environment are brought in, the harm will be huge,” Mak said.

Cleaning, simply put, means doing a thorough cleaning. If problems are discovered, correct them promptly. However, "cleaning" is somewhat different from what people used to call "spring cleaning" in the past. "General cleaning" only solves the problem of "environmental sanitation" on a matter-of-fact basis, while the goal of "cleaning" is to "discover the source of garbage." In Mak's words, it means "checking, checking, and inspecting while cleaning."

Cheerful mood

With the gradual deepening of 3S (cleaning, arranging, cleaning), the windows of the workshop and office were wiped clean, and the sanitary dead corners were also cleaned up, including warehouses and filing cabinets. , file directories on computer hard drives, various forms and ledgers, and other "key rectification objects" also have a new look. However, no one, including Mr. Hou, felt that there was anything special about the "miracle medicine" introduced by Mr. Mak.

However, Mr. Hou admitted that there have been some subtle changes in everyone's mental outlook: people's mood seems to be much better than in the past, and the loose habits of some "informal" people have been somewhat restrained; The statistical data submitted are no longer the "muddled accounts" that "can't bear to be asked" in the past. The work surface and office environment are indeed much cleaner.

This is of course not all of 5S management. Based on the results of the previous stage of rectification, Mr. Mak advised Mr. Hou: "The key points, or difficulties, of 5S management are not just to correct a mistake or clean up a certain garbage; the core of 5S management is to make continuous and effective improvements. activities to cultivate a meticulous professionalism and cultivate the professional qualities of diligence, thrift, pragmatism and discipline."

According to Mak's suggestion, the company began the second step of promoting 5S management: implementing the last two " S”, one is neatness (Seiketsu) and the other is literacy (Shitsuke).

The basic meaning of tidiness is "how to maintain a clean state", that is, how to persist in making a clean and orderly work site the standard of daily behavior; the basic meaning of literacy is "cultivating sentiment, improving "Cultivation", that is to say, consciously and voluntarily implement these very basic principles and norms in daily work, restrain one's own behavior, and form a style.

Mak further explained that the last two "S" are actually the concentrated expression of company culture. It is hard to imagine that customers will have a sense of trust in a company where garbage and dust are everywhere; it is also hard to imagine that employees will have a huge sense of responsibility and have a huge sense of responsibility in a work environment where discipline is lax, the environment is poor, and waste is everywhere. Ensure production quality and labor efficiency; in addition, not to mention that in a "dirty, messy, poor" enterprise, information systems can play a huge role.