Improve the safety management of traditional cities

Although our lean improvement work has been carried out for many years, we have not been able to integrate lean ideas and thinking into safety management, and we have not made good use of improvement tools to do a good job in safety production. Improvement is management, management is improvement, and safety management is no exception.

In recent years, several safety accidents have occurred in enterprises, which shows that we have not continuously improved and innovated the concepts and methods of safety management and have not kept pace with the times according to actual needs. Although leaders should emphasize safety at every meeting and attach great importance to safety work from top to bottom, some accidents or accidents still occur from time to time; Although we have some measures and methods in safety management, which really worked at first, but the effect is not great after a period of time; Although most of our enterprises have taken many severe economic measures and compulsory measures in safety management, accidents will rebound if we relax a little. Why is this happening?

How to solve the bottlenecks and problems encountered by enterprises in safety management at present? I think we must change the traditional concept of safety management and introduce the concept of "lean safety" to do a good job in safety.

So, what is lean safety? Simply put, it is to use the concept and method of lean improvement to solve the challenging problems encountered in enterprise safety management. Lean safety management emphasizes that safety work should focus on the job site, focus on human behavior control, take process optimization as a means, aim at performance improvement, and highlight thoroughness and refinement. The main difference between lean safety and traditional safety management lies in its thinking mode, work starting point and work focus.

We all know that the core of lean improvement is "eliminating waste" and "creating value" At present, most of us think that the safety management of enterprises is a loss-making business, which is a traditional concept of safety management and a great misunderstanding of the essence of safety management. As the person in charge of the enterprise and safety management personnel, have we investigated this question in safety work: What is the direct economic loss caused by various industrial accidents in this enterprise in 20 17 years? What is the indirect economic loss? What are the benefits of carrying out various safety management activities for enterprises? I'm afraid many of our enterprises don't have specialized statistics and analysis in this field. Even if some enterprises have statistical ledgers, it is estimated that there will be a lack of analysis and calculation of the above data because of ignorance, incomplete statistical data or difficulty in data collection. What is this kind of safety management that is not traditional safety management thinking? Without specific data and analysis, it is absolutely absurd to say that safety management does not create value.

To establish the value creation concept of lean safety management, we must first calculate the "three accounts":

A. Enterprise's accident loss = direct loss+indirect loss (direct loss includes medical expenses, compensation, subsidies, property losses and other expenses, etc. ); Indirect losses include: loss of production stop, resumption of production and other related expenses);

B. Increased income from enterprise safety management = direct benefits (including: calculable benefits such as quality improvement, cost increase, production efficiency improvement and equipment failure rate reduction due to safety management activities);

C. Comprehensive income of lean safety =B-A- safety cost+reputation (safety cost refers to the capital investment for safety management activities, including various safety rewards, hidden danger rectification bonuses, accident drill expenses, accident prevention expenses, etc. ; Reputation refers to the evaluation amount of the safety reputation part of the enterprise brand value by professional evaluation institutions);

The last account is our safe income. Is it said that our safety investment will not produce any value? It should be pointed out that lean safety management focusing on eliminating defects and waste on site will not only improve people's safety awareness, eliminate hidden dangers and reduce accidents, but also bring about corresponding improvement in economic benefits.

So, how to practice lean safety concept in safety management? I think we should start from the following three aspects:

1. Safety management should change from "meeting the requirements of leaders" to "taking the mass line". In other words, our safety management should be "eyes down", leading cadres should go to the scene to listen to employees' opinions on safety and work, help employees solve problems and satisfy employees, thus improving employees' enthusiasm and sense of responsibility and ensuring safe production, product quality and cost indicators.

2. Safety management should change from "meeting thinking" to "on-the-spot thinking". When encountering security problems, many of our managers like to have meetings, listen to reports, analyze problems, study problems and coordinate solutions. This is the "meeting thinking" and it is also a common problem in the safety management of many enterprises. Lean safety management emphasizes the principle of "three presence", and the problem occurs on the spot, so the problem analysis, investigation and solution should also be on the spot, which is "on-the-spot thinking". Only by visiting the site in person can we realize the real environment and feelings of employees in the production process and understand the real situation. Only in this way can we formulate more effective and targeted preventive measures.

3. Safety management should change from "result management" to "process management". Lean improvement emphasizes process management and safety management emphasizes prevention, and the two concepts coincide. Most of our traditional safety management is safety assessment, heavy rewards and heavy penalties, one-vote veto and so on. This also leads to many people deliberately concealing the truth in order to keep the "result", which leads to great uncertainty and instability in the safety performance of enterprises and challenges the integrity of employees.

The essence of "process management" is to examine the degree to which the production site, work flow and employee behavior meet the standards, focusing on the stability of production order, equipment operation and quality control, as well as the control of 4M 1E (people, machines, materials, law and environment) on site. These things must have corresponding control indicators in order to achieve real control and controllability.

Improvement is management and management is improvement. Lean safety management is not a new concept, nor is it something unconventional. Essentially, it is to do your job well. Safety management should be like this. Lean safety is closer to the essence of safety than traditional safety management methods. Lean safety management uses the concept and method of lean improvement to make the traditional safety management work deeper, more detailed and more in place. Therefore, in the future safety management, we should integrate improvement thinking and do a good job of improvement, so as to truly make the enterprise a lean and safe enterprise.