Safety values of the hottest construction site

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Safety values on the construction site

managers of many enterprises like to sit in the office with a straight face, afraid of high temperature, cold, noise and danger, and stay away from the site. Understand the site situation through daily, weekly and even monthly reports or meetings. As everyone knows, knowing the scene through meetings and reports is likely to be distorted by the influence of the reporter's personal views, resulting in the loss of on-site safety

in the view of employees, a good enterprise manager should often appear on the site, inspect the production status, talk with employees, and feel the emotions of employees on the site. This is indeed like three cups of good wine, which greatly encourages the staff. If you don't go deep into the scene, don't understand the sufferings of employees, don't solve the actual problems on the scene, or become an important member of the eating and drinking group, you will inevitably lose the enthusiasm of employees or cause their disgust. As a result, the anger at the scene plummeted, and the accident was inevitable. This is not alarmist, it is definitely an important reason for the on-site accident. This just shows that the managers of enterprises should cultivate the "good habit of going to the scene"

a good enterprise leader should keep in mind the five step on-site management method, that is, go to the site every day, and go to the site first if there is a problem; Check everything that happens on site; Negotiate with on-site personnel on measures to improve work or deal with problems; Study the real reason of the unreasonable scene and eliminate it; Standardize operation behavior to prevent accidents from happening again

the five step on-site management method is the "golden rule" of enterprise management. The enterprise's pursuit of rationalization bit by bit is the process of continuously using the five step on-site management method to improve step by step. If you just look around and don't bother to ask why, only solve the problem superficially, or are unwilling to find a fundamental solution to the problem because you are afraid of trouble, it will certainly backfire and add a lot of unnecessary trouble to your work

according to the information, more than 90% of the problems on site can be solved in a day or two. However, it depends on the responsibility and accomplishment of managers and on-site personnel to eliminate accidents as soon as possible. It should be recognized that only by putting the site at the top of the enterprise can we show our attention to it. All levels in the enterprise - senior management, middle management, engineers, technicians, directors and team leaders should provide necessary support for the site. Specifically, the site is not only the place for all improvement activities, but also the source of all information. In order to solve all kinds of problems on site, the management must invest in the production of lithium battery cathode materials by the end of 2015, and keep in close contact with the actual situation on site. Once you don't respect and pay attention to the site, you will give incorrect instructions and requirements, and the accident will breed and develop. Facts show that the communication between managers and operators is very important. Operators should clearly understand the expectations of the management, and managers should also understand the performance of operators. If operators have a sense of achievement in front of managers, it will give people enthusiasm and strength

of course, keeping the site at the top of the management structure requires the recognition and commitment of all employees. Continuous improvement of the site is an important aspect of safety production, and the degree of improvement depends on the depth of the manager. The deeper the manager goes to the site, the more enthusiastic the employee's sense of participation and the faster the process of site improvement

NCC is a comprehensive factory

the most basic work for managers to enter the site should be: to improve interpersonal relations and mobilize the enthusiasm of employees to actively participate in it; Continuously improve the backward process flow, equipment condition and product quality at the construction site; Improve the improvement of personnel and production system with scientific and reasonable PDCA (i.e. plan execution inspection treatment) cycle. Then, we should have a clear understanding of the situation on the scene. According to the TnPM concept, if there is no "five s" on the site, today's enterprises are inefficient, wasteful, undisciplined, demoralized, poor quality, high cost and unable to deliver goods, which will definitely be excluded from the market. It can be seen how important the "five s" at the construction site is. The specific meaning of the so-called "five s" consists of the following:

1 Seiri: distinguish needed and unnecessary items on the site, and deal with unnecessary items

2. Seiton: arrange the required objects into an orderly state according to certain requirements after sorting

3. Seiso: keep the equipment and working environment clean

4. Sktsu: that is, the concept of "clean" is extended to the employees themselves, which is the continuation and depth of the above "three s", and compared with other categories of plastic products for agriculture, construction, packaging and so on

5. Shitsuke: that is, to implement goal management and consciously develop the "five s" habit

"five s" activities are the best breakthrough and entry point for comprehensive standardized maintenance - TnPM (total normalized productive maintenance). TnPM is a new equipment management mode based on TPM (total production and maintenance system). Its goal is to standardize the behavior, cycle the process, tighten the control and refine the management of all links, and make all links of equipment management on the scientific track of rule-based and legal management

specifically, TnPM is a production and equipment maintenance, maintenance and repair system based on the comprehensive efficiency and fully effective productivity of equipment, the preventive maintenance of the whole system as the carrier, and the participation of all members. It is also a management project with the participation of all members. Taking the "five s" mechanism as an example, starting from the cleaning of equipment and site, employees will find a lot of problems, such as pollution sources, fault sources, and sources that are difficult to clean. Under the corresponding technical guidance, the staff began to solve these problems. According to the principles of "three don't let go" and "three don't hinder", they formulated the operation, cleaning, energy-saving and more than 30% of the cleaning, spot inspection, maintenance and lubrication specifications suitable for the current situation of the site and equipment, so as to make them documented and operable

after China's entry into the WTO, the problem of work safety has become more acute. Following the well-known technical barriers and environmental barriers, work safety with the goal of protecting occupational safety has quietly become a non-tariff barrier that will or has been encountered in globalization. Therefore, it is of great significance for Chinese enterprises to implement OHSAS18001 standard and TnPM concept. It can not only improve occupational health and standardize the working environment, but also have positive economic significance for improving the safety value of the construction site

Copyright © 2011 JIN SHI