General rules for 1
1. 1 purpose
In order to strengthen and standardize the team building management of the branch, establish a streamlined and pragmatic team building management mechanism, enhance the market adaptability and competitiveness of enterprises, cultivate a team group with innovative spirit, teamwork and high comprehensive quality, and improve the team management level and work efficiency, these Measures are formulated in accordance with the company's development strategy and relevant regulations of the branch.
1.2 This method is applicable to all departments and workshops of the Branch.
1.3 The term "team" as mentioned in these Measures refers to "a working collective composed of a certain number of staff members in accordance with the principles of unified command, clear division of labor and mutual cooperation in order to complete a certain work task and achieve the same work goal".
1.4 the team is the "cell" of the enterprise, and it is the foundation and foothold of all the work of the enterprise. Strengthening team building is an important responsibility of leaders at all levels and functional departments in the management system.
1.5 Team building, adhere to people-oriented, scientific management, meticulous and simple, keep pace with the times, strive to achieve standardization of safety management, refinement of production management, diversification of employee training, democratization of performance appraisal, fully implement standardized operations, and strive to cultivate an ideal, ethical, educated and disciplined workforce to achieve comprehensive, coordinated and sustainable development of the enterprise.
1.6 team building management objectives
1.6. 1 Abide by national laws and regulations and implement various management systems and measures of the company and its branches. No employees are punished by laws and regulations, and no employees are punished by party discipline, political discipline and league discipline;
1.6.2 There will be no violation of regulations when building the team, no accidents involving employees' general industrial injuries and above, no accidents after work, no environmental pollution accidents, no equipment accidents with a price of 6,000 yuan or above, and no traffic accidents;
1.6.3 completion rate of production target 100%, product quality qualification rate100%;
1.6.4 production process parameters meet the requirements of safety standardization and design requirements;
1.6.5 The intact rate of main equipment 100%, and the energy consumption of equipment or device is better than the limit;
1.6.6 classified management of documents and materials, and fixed placement of desk and chair items, instruments and spare parts;
1.6.7 employees should wear and use labor protection articles correctly;
1.6.8 The safety team account, production account, equipment account and employee information account are complete, and the recorded data is true, accurate, timely and complete; 1.6.9 The employee attendance rate is over 98%;
1.6. 10 On-the-job training rate of employees 100%, certificate-holding rate of special trades 100%, annual safety training rate and qualified rate100%;
2 Institutional and management responsibilities
2. 1 organization
2. 1. 1 Branch Team Construction Leading Group (Assessment Committee)
The team leader is the chairman of the branch trade union, the deputy team leader is the deputy general manager in charge, and the members are composed of the heads of various units (departments). The office of the leading group for team building is located in the trade union. The director shall be the vice chairman of the trade union, and the members shall be composed of relevant personnel from all units (departments).
2. 1.2 Each unit (department) shall set up a team-building working group led by the person in charge of the unit.
2.2 Team structure chart
2.3 Management responsibilities
2.3. 1 The leading group for team building is responsible for formulating the standardized management system for team building and related technical standards, management standards and work standards, and for reviewing the team setup and the leader selection. According to modern management concepts such as "three standards" (ISO9000, IS 14000 and OHSAS28000) management system, safety standardization, measurement management system, cleaner production and "7S" activities, the standardized management of teams and groups is guided.
2.3.2 The team construction working group of each unit (department) is responsible for formulating the detailed rules for the implementation of the team construction management system, organizing the team to complete various objectives and tasks, organizing the team to rectify the existing security risks and technical defects, organizing the team management experience exchange, and implementing the team performance appraisal and salary payment.
2.4 team responsibility
2.4. 1 The team is responsible for implementing the management system, methods, detailed rules and work standards formulated by the company and its branches, implementing post responsibilities, standardizing process control, strengthening target assessment, and comprehensively implementing standardized operations.
2.4.2 Environmental and occupational health and safety responsibilities: implement the environmental and occupational health and safety production responsibility system, implement the environmental and occupational health and safety production policies and objectives of the Branch, and organize the environmental protection production management of the safety team.
2.4.3 Responsibility of production organization: Responsible for the decomposition and implementation of the production task objectives of the team.
2.4.4 Technical management responsibilities: Carry out work and organize technical analysis according to process technical requirements.
2.4.5 Efficiency Analysis Responsibilities: Be responsible for the statistics and analysis of material consumption, equipment operation efficiency and production cost accounting of the team.
2.4.6 Equipment management responsibilities: Be responsible for the operation, maintenance and repair of team equipment or devices.
2.4.7 Quality management responsibilities: Responsible for implementing the quality management standards of the branch to ensure that the quality of products or services meets the requirements.
2.4.8 Team culture: responsible for the construction of employees' small families, cultivating employees' sense of ownership, and integrating the spirit of cloudiness and corporate culture into the team.
2.4.9 Employee management responsibilities: responsible for team performance appraisal and salary payment, division of labor and training of team employees, establishment and statistics of basic information of team employees.
3 Team building
3. 1 Team Settings
3. 1. 1 The team consists of 1 team leader, 1 deputy team leader, 1 part-time security officer and 1 union leader, forming a team management collective.
3. 1.2 Establish a class committee meeting composed of monitor, trade union leader and safety officer.
3. 1.3 The team implements the system of combining the monitor responsibility system with the democratic management of the team, and manages the team under the leadership of the monitor.
3.2 According to the development needs and management system of the branch, the team construction shall be implemented in accordance with the principle of facilitating the organization of production and standardized management. Do it with reasonable personnel and complete hardware facilities. Build a team of "benefit-oriented, skill-oriented, innovation-oriented, management-oriented, safe and harmonious", and achieve system implementation, information exchange, personnel training, technical analysis, safety rewards and punishments, and quantitative assessment.
3.3 Qualification of team leader
3.3. 1 I love the team and my job, have a strong sense of professionalism and responsibility, be healthy, and be competent in team management;
3.3.2 Abide by discipline and law, adhere to principles, set an example and act impartially;
3.3.3 Good at management, democratic style and good mass base;
3.3.4 Have 2-5 years' working experience, be familiar with the related business of the team and the performance of the equipment or devices under its jurisdiction, have the educational level and professional skills suitable for this position, and be able to lead the team members to complete various tasks well.
3.4 Responsibilities of team leaders
3.4. 1 Implement the Party's line, principles and policies and national laws and regulations, and strictly implement the management system and work norms of the branch.
3.4.2 Organize the team's environmental and occupational health and safety management, implement the environmental and occupational health and safety responsibility system, decompose the team's environmental and occupational health and safety objectives, refuse and put an end to illegal command, stop illegal operation, and not violate labor discipline, organize the team's post environmental factors and harmful factors to identify and update, actively carry out hidden dangers investigation, implement the rectification of environmental and occupational health and safety hidden dangers, and organize team members to actively participate in emergency rescue of environmental and occupational health and safety accidents.
3.4.3 Implement the production organization of the team, decompose the production task objectives of the team, be responsible for the work arrangement of the team members, strictly control the production process parameters, and be responsible for the rational deployment of the team equipment and the rational deployment and use of tools and instruments.
3.4.4 Organize the study of team environment, occupational health and safety knowledge, production technology knowledge and equipment management knowledge, and organize team technical exchange, on-the-job training, technological innovation, rational suggestions, energy saving and consumption reduction, cleaner production, cost accounting and other activities.
3.4.5 Implement team building to improve the execution, cohesion and innovation of the team and employees.
3.4.6 Organize "7S" management activities of teams and groups, and constantly improve the level of on-site management.
3.4.7 Implement democratic management of teams and groups, formulate team performance appraisal and salary distribution schemes and organize their implementation based on the principles of fairness, justice and openness, and organize team management members to implement employee quality evaluation.
3.4.8 Organize a pre-shift meeting to arrange, check, compare and summarize the environmental, occupational health and safety work and production organization work.
3.4.9 Organize the implementation of daily inspection system for production safety and inspection system for safe operation of equipment.
4. Safety management
Implement the national laws and regulations on safety in production, environmental protection and occupational health and safety, adhere to the safety production policy of "safety first, prevention first and comprehensive management", and strictly implement various safety production management systems formulated by superior management departments and branches.
5 production management
5. 1 The team implements "7S" management (sorting, rectification, cleaning, saving, sweeping, literacy and safety) at the production site.
5.2 Seriously implement the system of equipment patrol inspection, succession and regular maintenance, and the operation team shall patrol the operation equipment in strict accordance with the specified time and route. In case of abnormal equipment and weather, it is necessary to strengthen patrol inspection, find and log in correctly, transfer quickly, and eliminate equipment failures in time. Before hand-over, the personnel on duty at each post should conduct a comprehensive inspection of the equipment system under their jurisdiction, and the hand-over personnel should take the initiative to explain the equipment operation to the successor, so as to achieve "eight handover and seven handover".
5.2. 1 octagon
(1) The successor must explain to the successor the tasks arranged by the branch and workshop and their implementation;
(2) The successor must explain the operation and main parameters of the equipment to the successor. If there are hidden dangers in the equipment, the location and treatment measures should be clear;
(3) The successor must explain to the successor the progress of key work such as production quality control, equipment maintenance and overhaul on duty;
(4) the successor must explain to the successor the key issues that need to be reminded of safety in production after work;
(5) The successor must explain to the successor the major and minor accidents, newly discovered or generated dangerous and harmful factors and environmental factors in each post during the production process;
(6) The successor must count the quantity and quality of instruments, protective equipment, fire fighting equipment, heaters, used oil and accessories one by one;
(7) Successors must check and count the records, ledgers and documents of teams and posts one by one;
(8) The personnel on duty must strictly abide by the public health management requirements of workshops and posts, ensure that the site for each post and personnel is clean and tidy, and hand over to successors at the handover site;
5.2.2 seven don't pick up:
(1) The record account is sloppy, and the records are not detailed and comprehensive;
(2) The safety, equipment, operation and other matters that have been noted in the handover record are not recorded or reflected in specific posts;
(three) public health and hygiene of specific posts are dirty, chaotic and poor;
(4) Tasks such as equipment maintenance and overhaul that must be completed when on duty are not completed due to poor supervision by the monitor or poor personal execution;
(5) There are serious security risks or other environmental factors and risk factors in the post, and the successor fails to explain the relevant matters;
(6) Instruments, protective equipment, fire fighting equipment, heaters, oil, accessories, etc. Incomplete, damaged or with quality problems;
(7) The corresponding successor leaves early, is absent or is absent from the succession site;
5.3 The system of pre-shift meeting and post-shift meeting shall be implemented. Before the production shift takes over, it is necessary to predict the accident in combination with the work tasks and equipment operation on duty. When arranging the duty operation tasks, it is necessary to analyze the risk factors and arrange safety precautions. In view of equipment failure, the requirements of strengthening patrol and safety precautions in patrol are put forward. After the end of the production class, we should conscientiously sum up the completion of work tasks, the use of safety, standardized operations, protective equipment and tools, and the implementation of safety guarantee and supervision measures to find out the problems and gaps. After the work, briefly praise the employees who have performed well, and criticize, rectify and punish the existing security risks, irregular operations and illegal acts.
6 equipment management
6. 1 Implement equipment maintenance system. Teams and groups should regularly maintain and clean the equipment, find the equipment faults in time, track and monitor the healthy operation and faults of the equipment throughout, and take necessary measures to eliminate the equipment faults, prevent the faults from expanding and prevent the equipment accidents caused by the faults.
6.2 Do a good job in economic operation management. Teams and groups should establish an economic index management and assessment system for equipment operation, conduct equipment operation analysis and equipment maintenance quota management, and decompose the operation indicators step by step to everyone or each equipment. Teams and groups should actively carry out energy-saving and consumption-reducing competitions. Teams and groups should regularly carry out economic analysis activities, strive to reduce energy consumption and production costs, and achieve the purpose of tapping potential and increasing efficiency.
6.3 The team should strengthen the operation, maintenance and technical transformation of the equipment under its jurisdiction, improve the reliability of the equipment, and reduce the frequency and time of unplanned downtime of the equipment and facilities.
6.4 Implement cleaner production. Enterprises should actively adopt clean energy and raw materials, advanced technology and equipment, save energy and consumption, save water and land, save all resources, optimize resource allocation, and strengthen soil and water conservation and ecological protection. Carry out clean production in an all-round way, eliminate pollution in the production process and coordinate the harmonious development of enterprises, people and the environment. Each team should strengthen the operation and maintenance of environmental protection facilities under its jurisdiction, ensure that the design capacity is reached, all pollutants are discharged up to the standard, and the total amount control requirements are met.
6.5 Scientific maintenance management. Adhere to the principle of "repair if necessary, and repair if good". On the basis of fully and accurately grasping the equipment condition, actively promote effective, practical and reliable maintenance technology, reasonably arrange maintenance cycle, extend maintenance cycle, strictly implement maintenance procedures, and continuously improve equipment maintenance quality.
6.6 The team should establish the market concept and benefit consciousness, and strictly manage the budget and final accounts of maintenance projects. On the premise of ensuring the quality of maintenance, strictly check the man-hours required for maintenance, repair the old and make use of the waste, avoid dismantling the old and replacing it with the new, and strive to reduce the maintenance cost.
6.7 The workshop shall supervise and manage the maintenance task, maintenance preparation, maintenance technology and procedures, maintenance process, quality management, modification and adjustment. After the maintenance work, the team should make a comprehensive summary, evaluate the maintenance quality, formulate rectification measures and continuously improve the maintenance technology.
6.8 The workshop should fully grasp the original technical data, historical maintenance and existing health status of the equipment, and put forward an economical and reasonable spare parts reserve plan (including rotating spare parts and accident spare parts, etc.). ). The team shall assist the workshop to prepare the material reserve quota and strengthen the management of spare parts.
6.9 Strengthen quality management. Teams and groups should strictly implement the quality management standards of the Branch, set up QC teams, and carry out activities such as technical innovation and rationalization suggestions.
7 Performance and workforce management
7. 1 The workshop breaks down the production and operation objectives into teams and groups according to the annual production and operation objectives of the branch, and each team breaks down into individuals and equipment.
7.2 Each team should strictly master the labor discipline, and the team should implement the attendance system. The monthly attendance sheet must be submitted to each workshop at the end of the month.
7.3 Wage payment should be linked to performance and labor discipline, and an economic accounting system and an independent assessment system should be established.
8 Integrated information management
8. 1 Standardized management of documents and data records. The laws, regulations, systems, standards, documents, materials and records that the team should prepare are complete, easy to use and quick to consult.
8. 1. 1 The team shall be equipped with the following laws, regulations, standards, documents and materials:
(1) Relevant national laws and regulations
(two) management system or management measures
(3) Equipment operating procedures
8. 1.2 The team shall be equipped with the following accounts, drawings and materials.
(1) Equipment account and equipment maintenance account
(2) Tool account
(3) Maintenance drawings and materials
(4) Comprehensive list of team members, etc.
8. 1.3 The team shall keep records of the following production and management activities.
(1) Equipment or device operation log (operation team) and team work log (maintenance team)
(2) Attendance records of team members
(3) Safety team activity record (including pre-shift meeting and post-shift meeting, etc.). )
(4) Team technical activity records (including technical training, technical competition, technical exchange, technical analysis, etc.). )
(5) team management meeting minutes (including team meetings, learning, etc.). )
8. 1.4 Strengthen the application and management of team information system. By means of information management, input and report basic statistical data according to regulations, consult applicable laws, regulations, systems, technologies and safety production information, and organize the exchange of production technology and management experience between teams and groups.
9 staff training
9. 1 Each unit (department) shall assist the branch in developing employee career design according to the human resources development plan of the branch and combining the development requirements of the enterprise and the personal abilities, characteristics and wishes of employees; Carry out occupational stress management, strengthen communication and refine corporate culture and team spirit; According to the needs of production, strengthen the on-the-job training and comprehensive quality training of employees, select technical experts, and cultivate compound production and management talents, so that the technical level of employees will be raised to a higher level every 3-5 years on average, creating conditions for their career development and potential play.
9.2 All units (departments) should strengthen the training of team leaders, constantly improve their organizational management ability and professional quality, urge team leaders to actively perform their duties, and encourage the construction of characteristic teams and groups. Workshops and teams should actively organize employees to learn laws, regulations, standards, technology, management and other knowledge, and complete monthly, quarterly and annual technical training tasks as planned. All team members shall participate in professional skill appraisal according to the regulations, hold relevant certificates, and achieve "four meetings" (be familiar with equipment system, operation method, post specification system and operation standard) and "three meetings" (be able to analyze equipment operation status, find equipment faults in time and handle accidents correctly and quickly), and be familiar with and accurately identify and stop illegal behaviors in time.
9.3 Before the shift personnel change jobs or new employees take up their posts, they should be educated at the shift level, and they can take up their posts only after passing the examination. If the branch releases new management systems and standards, or the original management systems and standards are revised, the relevant personnel of the team must receive training. Encourage teams and groups to compete for posts, rotate some posts regularly, cultivate employees' sense of competition, and expand their knowledge and multi-post employment skills.
10 team culture construction work
10. 1 democratic management. The team will hold a democratic life meeting every six months, listen to the work report of the team leader, implement the requirements of the workshop work plan, discuss the problems existing in the team, and listen to the opinions and suggestions of the team employees.
10.2 class affairs are open. Team planning, assessment, rewards and punishments, safety, labor competition, good deeds, advanced appraisal, respect for employees' democratic rights, enhance team cohesion, and improve employees' work enthusiasm and creativity.
10.3 Strengthen ideological work. Teams and groups should regularly organize ideological education, professional ethics education, corporate culture education, factory regulations and discipline education, care about workers' lives, cultivate people with noble spirit, guide people with correct theories, create a harmonious, pleasant and efficient working atmosphere, and build teams and groups into dedicated, disciplined and technically excellent fighting groups.
10.4 vigorously create a safety culture atmosphere of "caring for life and paying attention to safety", and link the physical and mental health of employees with the safe and happy life of their families, so that simple truths such as "one person is safe and the whole family is safe", "your safety is the happiness of your family" and "a sweet family wants you to come back safely" can be deeply rooted in employees' hearts, and the concept of "I want to be safe" can be realized.
1 1 evaluation and appraisal
1 1. 1 The office of the leading group for team construction of the Branch organizes relevant personnel of each unit (department) to supervise and inspect the implementation of team construction of each unit (department) every month, and score according to the team assessment standards and scoring rules (see Annex 1: Team assessment standards and scoring rules of Anning Mining Company).
1 1.2 The implementation of the team building of each unit (department) will be one of the contents of the monthly performance appraisal of this unit (department), and the salary will be paid according to the actual assessment score and the benefit of the month.
1 1.3 the team construction leading group office must submit the team construction inspection results of each unit (department) to the performance appraisal leading group office of the branch before the next month 10 for review.
1 1.4 each unit (department) may formulate the detailed rules for the implementation and assessment criteria of the standardized management of the team of the unit (department) according to these measures, and regularly inspect and assess the team. Team assessment activities, should be realistic, adjust measures to local conditions, pay attention to practical results. It is necessary not only to compare with similar teams inside and outside the branch, but also to cultivate team management characteristics and encourage mechanism innovation, management innovation and technological innovation.
1 1.5 Branch will reward teams or individuals who have made outstanding achievements in team building in the middle of the year or at the end of the year.
12 supplementary clauses
12. 1 The Trade Union and Personnel Management Department of the Branch shall be responsible for the interpretation of these Measures.
12.2 these measures shall be implemented as of the date of promulgation.
13 related/supporting documents
13. 1 Notice on Forwarding the White Team Management Law to Promote the Safety Management of the Company's Production Team
13.2 various management systems and measures of the branch