1, all accidents are preventable. From the top to the grassroots level should have this concept, using all possible ways to prevent, control accidents.
2. All levels of management are responsible for their own safety. Because safety includes all levels of the company, each corner, each employee of the little things, only the company's senior management is responsible for the safety of the scope of jurisdiction, the subordinates are responsible for their own scope of safety, to the workshop director of the workshop is responsible for the safety of the production team leader is responsible for the scope of the safety of the jurisdiction until the head of the team is responsible for the safety of the staff, involving each level, each corner of the safety are responsible for, this The company's safety is really responsible for someone. Security sector, no matter how strong, the staff is limited, it is impossible to penetrate into every corner, every place 24 hours a day supervision, so security must be from the top to all levels of management of each employee's own responsibility, security sector from the technology to provide a strong technical support, only each employee is responsible for their own, each employee is each unit element, the enterprise consists of employees, each employee, team leader is responsible for safety, security Only someone is responsible for safety, and finally the president has the confidence to say that I am responsible for the safety of the enterprise, otherwise the president, senior management of the bottom of the problem there do not know. This is the direct responsibility system, is the staff is responsible for their respective areas of safety, is quite an important idea.
3, all the hidden dangers of safe operation can be controlled. All hazards in the safety process should be planned, managed and controlled.
4. Safety is a condition of being hired as an employee. In the contract between the employee and DuPont is clearly written, as long as the violation of safety procedures, can be fired at any time, each employee to participate in the work of the first day, realize that this company is talking about safety, to combine safety management and personnel management.
5, employees must receive strict safety training. Let the staff safety, require employees to operate safely, we must carry out strict safety training, to think of ways to do as much as possible, safety training for all operations, requiring the security department and the production department to cooperate, know that this department to carry out those safety training.
6 Supervisors at all levels must conduct a safety inspection. This inspection is positive, encouraging, in order to collect data, understand the information, and then find problems, solve the problem of the main, such as the discovery of an employee's unsafe behavior, not to criticize, but first analyze the good aspects there, and then through the conversation, to understand the employee why this employee, but also to analyze the leadership of the responsibility for what, the purpose of this is to bring the distance, so that the employee to talk about the inner thoughts of why There will be so unsafe action, know the real reason there, is the employee does not follow the operating procedures, safety awareness is not strong, or the superior management is not enough, not enough attention. This draws the distance between the management and employees, encourages employees to reflect the safety ideas to the top management through various ways, only know the unsafe behavior underneath, factors, in order to propose the whole enterprise safety management planning, rectification. If you do not understand this information, grasp the security management is not targeted, do not know what to grasp. Of course, the security department should also grasp the safety, focusing on checking the subordinates, the same level of management personnel have not grasped the safety, the effect of how to assess the management of these personnel, so that senior managers know how this person in this position on the degree of importance of safety, to provide information for management. These are two different levels of inspection.
7, found that hidden security problems must be corrected in a timely manner. In the safety inspection will find many hidden dangers, to analyze the reasons for the occurrence of hidden dangers is what, which can be resolved on the spot, those who need to be resolved at different levels of management, which needs to be invested in the power to solve the important thing is that the hidden dangers found to be sorted out, categorized, and know what the main safety hazards of the sector, how much time is needed to solve, not to solve the risk of how much will be caused by what? What needs to be solved immediately. What is the need to be put into the force, safety management is really down to earth, there is a goal, which is found in this whole hidden danger of timely correction of the real meaning.
8, outside the work of safety and work safety is equally important.
9, good safety is a good business. This is a strategic idea of how to look at safety inputs, and if they are put into consideration as being equally important to business development, you don't say it's a cost, but a business. It's a concept in theory and it's important in practice, otherwise the business operates at high risk every moment of every day.
10. Direct employee involvement is key. Without the direct participation of employees, safety is a pipe dream, because safety is every employee's business, without the participation of each employee, the company's safety can not be put into practice.
DuPont's core values are, first, to treat employees well, second, to require employees to follow professional ethics, and third, to make safety and the environment a core value. Why DuPont has survived for 200 years and become one of the top 300 companies in the world is that these core values have ensured the development and survival of the company.
DuPont's safety performance and performance, since the introduction of "all safety accidents can be prevented" concept, DuPont's safety performance to 2 million man-hours unit performance than the U.S. average value of 30 to 40 times better than the DuPont safety record of factories around the world, many companies are 20 years, 30 years or more without accidents, DuPont's safety record of factories worldwide, many companies are 20 years, 30 years or more without accidents, DuPont's safety record of factories worldwide is the first time in the world. Years, more than 30 years without accidents, this accident is more than one day of sick leave, also includes mainland China, Taiwan, the company in Shenzhen is DuPont's first domestic enterprises, 15 years since there has been no safety accidents, to cite this example is to illustrate that many people in the country that China and the United States in the safety performance of the performance of the different performance is due to the different cultural background, the Western cultural quality is relatively high, the Orientals Quality is low, but according to DuPont's experience around the world, this theory is incorrect, as long as attention is paid, as long as effective action, practical action, no matter how the cultural background, can achieve zero accident or very low accident. The key is what kind of approach we take, what kind of system we take, what kind of incentives we take to encourage employees to participate, and the cultural background is not the key, because it can be changed, it can be integrated.
In 2001, DuPont in 267 factories and departments around the world, 80% of no incapacitating workday (one day and more sick leave) accidents, 50% of the factories have no record of injuries, 20% of the factories for more than 10 years without a record of injuries, in more than 70 countries, 79,000 employees generated $ 25 billion in output value, the safety performance is very good, was named the safest company in the United States one of the safest companies in the U.S., a distinction it has earned for many consecutive years.
Third, DuPont's safety management organization and responsibilities
DuPont has a production management, from the president to the production department and service departments, they are directly responsible for safety, DuPont also has a vice president of safety, he grasps the safety, but he is not responsible for safety, he is responsible for the construction of the entire company's safety professional team and his direct jurisdiction of the department is responsible for the safety, because from a certain point of view. Security sector is also a department of the company's production, he is responsible for the safety of this this department, he provides a strong guarantee of safety, which is the direct leadership responsibility.
1, the company has a safety management resource center, there is also an environmental protection center, which has more than 50 experts, if not enough, you can hire professors in colleges and universities, the center of social security organizations have a good network of relationships, in case of security problems, you can get good technical support. It is a deployment center, the network of the global DuPont all security departments and factories of the security aspects of the personnel, forming a network for the global scope of the plant to provide technical support, if a place encountered a problem, you can call for help through the network, the network passes the problem to the world, there is always someone can give a solution. The team of experts is still limited, the knowledge is also limited, if it can not be solved, the problem will be passed on to the university, the research department to request support, and ultimately get solved. This is the role of redeployment. The second is technical security management, developing internal security management and requirements and solving problems for local security staff business collaboration. Third is to research and develop various safety training programs to provide guidance on effective safety training for senior management, local management, and technical staff. Fourth, develop and maintain SHE monitoring systems and metrics, including second-party safety audits, to monitor and evaluate safety performance performance in each region, not relying solely on reports and materials from below, conducting safety audits, and evaluating subordinates' safety performance as per the reports for promotion and advancement.
2, each region, each plant safety personnel responsibilities, is the concept of safety consultant, safety personnel stand in a higher perspective, to help the plant manager to understand the laws and regulations, to understand the higher level of safety requirements, combined with the specific circumstances of the plant, to put forward the safety planning, to provide safety planning, envisioning, support, and at the same time is a safety consultant, the plant's safety technology to provide assistance, or SHE coordinator, the Interpreter.
3, the responsibilities of each production department, all levels of production management is responsible for safety, to be directly involved in safety management, safety management as part of the usual business work, in considering the development of production, business development, production of products, the quality of the requirements of the safety work is a part of it. Quality, cost, and safety are considered at the same time, safety is part of the daily management, some projects say quality first, and safety first, in the end that is the first, it is not clear, more than one first, that is, there is no first, to combine the safety work and planning, quality of the product, the benefits, safety is part of the work, to be able to do this is to make the safety as a business to do, foreign companies rarely Talk about safety first, but they will put safety and other work into the same important position to consider, so to do this, we must be directly involved in the management, secondly, each manager should be responsible for the staff, such as the director of the workshop is responsible for the staff, this responsibility is not only for the staff under the jurisdiction of the staff, but also to the staff under the jurisdiction of the staff, people from other departments to work in the range, the guests come here to visit, the The higher departments come to inspect, all have to be responsible for their safety, as long as it is within the scope of responsibility, safety is my responsibility, which is also responsible for the higher departments, only the workshop director is responsible for the workshop, the factory director can be responsible for the whole factory, if the workshop director is not responsible for the factory director, how to be responsible. Only the staff is responsible for the team leader, the team leader is responsible for the workshop director, the workshop director is responsible for the factory director, the factory director is responsible for the area manager, the area manager is responsible for the president of the head office, can be truly called safety is responsible for someone. Safety is at the bottom, the lowest level, it really needs leadership attention, full participation. To do this, each manager has to establish long-term safety goals, know what kind of safety problems I have in this department, what kind of hidden safety problems, what kind of problems need to be solved when. If you don't know these issues, it's impossible to emphasize safety and catch it. Once you know the problem, the establishment of the goal, in the process of achieving the goal, there will be a specific plan, but also a development and implementation of the plan, the standard has, to monitor the results against the goal, not to the end of the year and then look at the goal did not implement the closure of the door. To self-check, self-supervision, to see how many plans implemented after three months, six months after the gap between how many, six months after the implementation of the implementation, why not implement, to do this, to take many specific measures.
Four, DuPont's safety management system
DuPont's safety management system is divided into several parts: First, behavioral safety, that is, the employee's safety behavior, safety performance, to be managed. The second is process safety, how equipment management. The purpose is to protect the environment, to protect the health of employees, the whole is to customers, employees, shareholders are responsible for the company's overall business development is responsible for providing the company's business development.
(1), the employee's behavioral safety management. To find, put an end to unsafe behavior, to understand this behavior, conduct safety inspections, tell employees what the risk of doing so, for this reason, to do: First, the obvious management commitment, the leadership does not commit to do, is no one to manage this behavior, these behaviors can always happen. Two, practical policies, DuPont has ten basic theories to ensure this. The third is to have a comprehensive safety organization that involves all levels of management from employees. Fourth is to have challenging safety goals. Fifth, line management responsibility, all levels of management are responsible for safety at all levels. Sixth, there should be strict standards, incentive programs, and in many cases encouragement for employees. Seven is effective and efficient two-way communication, eight is to have ongoing training, nine is to have effective inspections, ten is to have competent safety professionals who will soon provide solutions that will help to solve the problem, eleven is to have accident investigations, once an accident has occurred, accident investigations are conducted to prevent recurrence of accidents, accidents are to be held accountable, and if there is a problem with the system, it is important to improve the system, and if the real cause is not found, the next cause of the next accident may be the cause that was not found in the last accident, and twelve is to introduce new standards. These are the twelve main factors of safety management.
(2), the analysis of the causes of safety accidents, DuPont practice more than 90% of the accidents are caused by human factors (production system intrinsic safety has been highly perfected under the premise of insecure behavior has become the main contradiction. Author's note), and more than 80% of our domestic accidents are caused by human factors, if one-sided emphasis on inputs, eliminating all the hidden dangers of the process, but not to address the behavior of the staff, can only solve 20% of the hidden accidents. Do not grasp the human factor, it is impossible to achieve zero accidents, input is very important, but also to pay attention to the management of employee safety behavior, behavioral safety is to grasp the people, the staff's awareness of safety, a variety of unsafe behaviors, such as not to use safety equipment, the reflection of the accident, the location of the danger, the use of improper tools, workplace clutter, etc., are the causes of accidents, the reasons for these reasons is the behavior of the people, not the technology, and the human factor is not a factor. DuPont has 90% of the accidents are caused by human factors, because of the input, process, equipment is more over the top, 80% of the domestic accidents are caused by human beings, if you do not catch the human behavior (management to employees), can never put an end to accidents.
There is an iceberg theory of safety accidents, floating on the surface of the sea, is the performance of safety accidents, there are deaths, injuries, medical events, damage to the workplace events, these are seen. And under the surface of the sea, is not seen, is to support the deep-seated causes of these accidents, these under the surface of the unsafe behavior, unsafe environment, underneath the factors are not easy to see. If we accident happened to catch, find the cause, solve the accident, is to solve the problem, however, the underlying behavioral factors have not been resolved, there will be new accidents, until the accident is enough, a little bit of solution. Because accidents come out to solve is manifested, and under the surface of the sea, deep down is the majority. In turn, if you can not solve the problem of safe behavior, the iceberg naturally go down, these are not yet led to accidents, have not caused losses, so safety management is to find these unsafe behaviors, until the elimination of zero, safety accidents can be zero, this is the theory of safety behavior management. Our focus is to identify unsafe behaviors, re-educate on behavior, and systematically manage behavior, which is called "prevention is better than cure".
(3), process safety management. Some of the equipment may not be human factors, but the design of the problem, because of improper design, resulting in a start on the accident, how to process safety management? Leadership commitment is the most important, the leadership should be committed to process safety management. Then there are three aspects, one is the technical aspect, one is the equipment aspect, and one is the personnel factor.
The first consideration is from the technical side. Equipment bought, there are a lot of process information, someone to pay attention to, while many people read the operating procedures, read the technical information, see the safety information on the skip, simply do not understand the process, the safety information of this equipment. In fact, safety information is not written in vain, to understand the process safety information, to carry out process safety hazard analysis, such a process, process risk there, which part of the risk is the biggest, this risk occurs will happen what kind of problem, to be seriously analyzed, based on the control of operating procedures, to let the staff know why to do so. In addition, when technological change, there should be control, why the technology change, technology change, will produce what kind of safety hazards, there are technicians to do, this is the process of safety and technology control, which requires a strong safety team, to guide the technical staff to carry out safety work, go to give consideration from the safety side.
Second equipment considerations, buy equipment to have a quality assurance, the same equipment, there will be different prices, you buy that one, to have quality considerations, must be analyzed from the quality point of view and decide to buy that one. Once the equipment is upgraded, there must be a quality analysis. To have a pre-drive safety audit, many accidents occur when the equipment is new, so the pre-drive should be analyzed in a rigorous step-by-step process, to form a pre-drive before the detailed safety work procedures to ensure that the equipment is safe to operate. This will know what people can be in this position, what people can not. But also to ensure the mechanical integrity of the equipment, a device 1 million, but I only 800,000, cut which part of the cost, cut the environmental protection, cut the safety, but cut the risk of what, the staff to put the risk report in front of the decision makers, there is a change in the management of the equipment, such as imported equipment is not available, into the domestic equipment, to be evaluated by someone instead of after the risks arising from the risk that these are the technical management of the down-to-earth technical These are the technical management down-to-earth technical work, to have safety personnel, engineering personnel, process personnel to do together.
Third personnel factors. First of all, there has to be training, to keep track of the effectiveness of the training, to be sure that the staff already know how to do it. To be managed by the contractor, many of the equipment is the responsibility of the contractor, to be responsible for the contractor's safety, to think that the contractor's safety incident is my safety incident, because he is working in my jurisdiction. Not only my safety incident target is zero, to control the occurrence of safety incidents, but also to control the occurrence of his safety incidents, his safety is also part of my responsibility. There is also personnel change management. If the position requires five people, now missing two people how to do, in addition to the normal staff, there must be a replacement, usually their education, training, once the need, can be topped up, otherwise the accident may be these people. Older workers have worked for so many years that they are not prone to accidents, but temporary workers may have accidents, so we have to consider a certain percentage of substitutes in each position, so that they can be replaced once there is a shortage of staff. Have an emergency accident plan and response. Each job should have a safety analysis, once an accident occurs how to control, how to manage, small accidents, small causes, get a response will not cause a big accident, incorrect response will cause big accidents, many are the problems of safety response. So every position should be analyzed, this emergency plan is not only the company's business, but also the business of each position. Recently there was a management incident caused by a small hole leaking natural gas and the whole city nearby was unleashed. If there was a good emergency plan, a plug would have done the trick. There are also audits, which are effective safety inspections. There also have to be accident investigations, which are process safety management systems.
V. DuPont's Management Costs and Benefits
1. Economic Analysis of Safety Accidents, When you think of safety, what comes to mind, money, or revenue? There is a loss when a safety incident occurs. And the cost is also the iceberg effect. We can see the U.S. annual security losses of about 70 billion, however, security incidents involve all aspects, can not see the indirect losses are even greater, indirect losses are 3 to 5 times the direct losses. By controlling safety incidents, we are controlling these costs.
The second impact is huge. If an accident occurs, it has an impact on employees and customers, on the stock, and on the image of the company. It may bring business interruption, non-compliance with the law to be penalized, may have to pay compensation, may be sued, the plant may have to be rebuilt, the impact on the company's reputation and market capital, the company may even go bankrupt and close down, but also incur the responsibility of the leader, these are the impact of the accident.
2, the value of safety management. Prevented accidents, first of all, to save lives, in the United States, every day, 16 people die of work-related injuries, including occupational diseases, work-related injuries and so on. In China, last year's statistics were more than 460 people per day. The value of safety accident management is firstly the embodiment of life. Secondly, it is economic. In the U.S., there is a loss of $28,000 per accident, and indirect losses are three to five times higher. DuPont's safety management performance is 1.5 injuries per million hours, the average for the engineering industry is 9.5, and the U.S. industry-wide average is 14. DuPont has 28 or more incidents of lost work per year, with direct losses of about $7.8 million. That's a savings of $35 million per year compared to the U.S. chemical industry average and $10 billion per year compared to the U.S. industry-wide average.
DuPont has no insurance on its property, and it believes that I can insure my own property, so it pays special attention to safety. It is taking those savings and putting them back as an investment in safety. We can do some math on how much damage has been caused by safety accidents in our oil companies over the past 5 years, and if we keep the status quo, it means that there will be such an investment in the next 5 years. If we put this money into safety as an investment, in the long run, the cost does not increase, that is, the use is different, but we get a lot, save lives, the company has a good reputation in the market, especially now as China goes global, safety and environmental aspects have a significant impact. So to calculate the account of safety investment, can not be limited to the amount of money invested, to think about how much loss of safety accidents in the past, if the money invested in safety, resulting in honor, reputation, value of life.
Sixth, DuPont's safety culture to establish
1, the role of safety culture, safety is through your behavior on the respect of human life, is humane management, people-oriented, no "I", and then the economic benefits of "I" has no meaning. "The role of safety culture is quite big. The role of safety culture is quite large, culture dominates human behavior, behavior dominates attitude, attitude determines the consequences. The establishment of corporate safety culture is to allow employees to work in a safe environment, to change the attitude of employees, change behavior, behavior change is safe, the company will run under the safety.
Safety culture to do what, if you want to change the behavior of employees, first of all to change the safety culture. So it is important to understand what dominates employee behavior in the culture that is not desired. It's about knowing what factors to include that will make employees successful. It's about understanding which factors are wanted and which factors are not wanted. It's also about knowing which factors are missing to add to the organization, it's about perfecting the elements of building a corporate culture and consolidating and growing it.
How to change the safety culture, the role of corporate culture on the staff is to change is to influence their attitudes, behaviors, consequences, performance, employee behavior is affected by the corporate safety culture. If the enterprise does not have a safety culture, employees in the enterprise will show not
safe behavior, the consequence is to cause insecurity. Culture also has an indirect effect, the employee's attitude to the fact that the accident affects, a safety accident has occurred, the employee believes that it is wrong to do so, will also change behavior. This again shows that employee behavior is influenced by the safety culture. The difference is that one is guided from the positive and one is influenced from the accident. So we need to establish a safety culture to drive employee behavior, and a corporate safety culture to provide employees with long-term continuous behavioral safety education.
Changing employee behavior is not a day or two, to have a long-term planning, is a continuous self-discovery, repeated education process, so that employees are aware of their own unsafe behavior, unsafe attitudes to the impact of the enterprise, in the self-discovery in the change of their attitudes, values, and ultimately change their behavior.
2, DuPont safety culture establishment process, there are four stages, the natural instinctive stage, strict supervision stage, independent management stage, team management stage. This is a model summary of the theory of safety culture.
The first stage of the natural instinctive stage, the enterprise and the staff to pay attention to the safety is only a natural instinctive protection of the response, the lack of senior management involvement, safety commitment is only verbal, will be delegated to the safety manager of the duties, relying on the human instincts to comply with the goal of not complying with the safety regulations to be fined, and therefore have to comply with. In this case, the accident rate is high, and accident reduction is impossible because there is no management system and no safety culture developed for employees.
The second stage of strict supervision stage enterprises have established the necessary safety systems and regulations, management at all levels know that safety is their responsibility, and commitment to safety. However, employees are still passive when there is no change in their awareness, which is mandatory supervision and management, no attention is paid to the cultivation of employees' safety awareness, and employees are in a subordinate and passive state. From this stage, the management has committed, with supervision, control and goals, training of employees, safety becomes a condition of employment, but the employees are not self-conscious if they implement the rules and regulations because of the fear of discipline and punishment. At this stage, relying on strict supervision, safety performance improves greatly, but there is a lack of employee awareness to achieve zero accidents.
The third stage of independent and autonomous management stage, the enterprise has a good safety management system, system, all levels of management is responsible for safety, the staff has a good sense of safety, they do each level of safety hazards are very well understood, the staff has the knowledge of safety, the staff made a commitment to safety, according to the rules and regulations and standards of production, safety awareness deep inside the staff , take safety as part of their own. In fact, speaking of safety is not only for the enterprise, but to protect themselves, their loved ones, for their own future, some people think that this concept of self-consciousness is too strong, the spirit of dedication is not enough. Of course when the country needs, we still need to have national consciousness. But when talking about safety, we have to think this way, if every employee thinks this way and does this way, every employee is safe, the enterprise can not be safe? Safety education should emphasize their own value, do not talk about what is for the company.
The fourth stage of mutual assistance team management order, employees not only pay attention to their own safety, but also to help others to comply with safety, pay attention to others, the knowledge passed on to new colleagues, to realize the experience **** enjoy.
3, the key elements of changing the safety culture. How to establish a first-class safety culture, it is important to go to do, to employees to pay attention to safety, senior management should first take the initiative to do, commitment and establish a zero-accident safety culture, the work to pay attention to human, material and financial resources, there should be a shift in strategic thinking, from the ideological and practical attention to safety. To reflect a sense of leadership, there should be strong personal involvement, there should be safety management ahead of the target, if you do not meet this target, it means that there will be an accident, do not take the target after the accident as an indicator. To have strong professional safety personnel and safety technology to ensure that there is direct participation of employees, to train employees, so that each employee to participate in safety management, so as to achieve zero accidents. To change the orientation, from results-based to process-based, pay attention to accident investigation, do not wait for accidents to give attention, and then after a few years do not pay attention to, and then accidents, and then attention, and then shock, to change from management-driven to employee-driven, from individual behavior to teamwork, from intermittent methods to systematic approaches, from fault detection to fact-finding, from after-the-fact reactions to reacting beforehand, and from quick fixes to continuous improvement. To have an assessment of one's situation, to empower management to manage, to evaluate the present, to know where to improve, to make continuous improvement, this is the process of developing a safety culture. The level of safety to be achieved depends on the actions that demonstrate the desire, and safety follows where the heart is. (Safety, Environment and Quality Control Department)