How can we motivate employees to proactively identify and address problems and potential risks on site?

The problem might lie in the principle of first-report responsibility that has always been emphasized in past management. Whoever identifies the problem should solve it, and whoever raises the issue should resolve it. It also needs to be resolved within a set time limit.

It is recommended that the identified problems be categorized into on-site technical issues, process-related problems, mechanical issues, and electrical and instrumentation-related problems. Standardized management of “nS” on-site, including hygiene, safety and environmental protection, record-keeping, and more. Then, refine the relevant scope of responsibilities and standards to establish a model. And these categorized management tasks are assigned to managers in charge of relevant management techniques and on-site operations, who handle them in accordance with established regulations. As the person in charge of the workshop, it is appropriate to invite relevant inspection specialists to the site at the right time to provide guidance on improving the relevant systems. Communication and coordination are very important. For reference.

I think this is a management tactic. A reward and punishment system is necessary to ensure everyone’s participation. If employees discover potential problems but handle them on their own without any rewards, who will bother to look for such issues? Those who discover problems but fail to report them should also be punished ； Secondly, it is necessary to regularly invite various technical experts to conduct inspections; since one is working in their own area every day and has become accustomed to many things, it becomes harder to spot problems.

This post was last edited by lovelife1997 on 2019-11-28 at 16:23. I think voluntary and proactive actions that go beyond one’s regular duties should be incorporated into the company’s regular initiative for submitting reasonable suggestions. On a weekly basis, team leaders at the lowest level collect the problems, suggestions, and feasible solutions identified by their team members in various areas such as business management, production operations, process management, technical processes, equipment management, warehousing, logistics, finance, and so on. Specialists from the office responsible for administrative tasks compile and screen the relevant information, and at the weekly plant-level production meetings, valuable and feasible issues and suggestions are discussed. Those adopted by the plant meeting are assigned to the relevant departmental units with specific deadlines set for their resolution. The organization awards cash prizes and honorary certificates from the factory (group) based on the importance, impact, and innovation level of the suggestions put forward by individuals, and these are taken into account when evaluating individuals’ performance on an annual basis for purposes such as promotion, salary increases, and job transfers. Beyond one’s regular duties, being able to receive such additional material rewards and honors means that an individual’s value is recognized by others, earning them the respect and admiration of their colleagues. Driven by these two factors, the tendency to actively look for problems and shortcomings \"for the benefit of the company, the department, or one’s own position\" arises spontaneously, without the need for supervision or urging from managers at any level.

This post was last edited by Tianbian Luomu on 2019-11-28 at 21:05. Personally, I think this phenomenon is due to inertia and cognitive level issues. Just as Tianjiayi in Yancheng believes that such high-salt solid hazardous waste poses no risk of long-term storage at all, and subjectively thinks it is impossible for it to catch fire or explode. It’s like an employee switching from a relatively well-structured large company to a smaller one (especially in the chemical industry) ； At first, when you go there, you’ll find that the site is full of areas that don’t meet the standards; over time, if you keep going, those problems become less noticeable. (Even if you raise all the issues at once, as long as there is no external pressure) ； Normally, bosses are not likely to take the initiative to invest money in making improvements. So, when faced with many highly specialized issues, it becomes difficult to fully recognize various safety risks. Over time, even managers become accustomed to this, let alone employees; as a result, various safety hazards that can lead to abnormal situations arise. This is based on my personal experience; any similarities are purely coincidental! Thank you!

【Reply to Floor 3】 That’s the problem. It’s a matter of responsibility when those who understand the situation do not participate. The actual problems are all there to be seen; they just don’t talk about them because it has nothing to do with them, so they ignore it. Given the current situation, don’t expect initiative or enthusiasm; instead, rely on systems, accountability mechanisms, and linking things to one’s livelihood.

It’s really difficult to be self-disciplined, so supervision is essential. However, effective regulation is also very difficult. Therefore, individuals are somewhat pessimistic about achieving safe production; without strict law enforcement, it’s really hard to change the current situation. But strict enforcement also places an unbearable burden on some small businesses, even if it means raising the entry barriers for the industry

It seems that every company faces similar problems. The reason is as follows: the current situation of a company is the result of considerations regarding costs and safety investments (at the corporate level); it represents an assessment of whether the associated risks are acceptable (at the departmental level); and it determines whether such factors affect work performance or the ability to carry out tasks smoothly (at the team level)； 2. Expert inspections generally focus solely on the content within that specific field; when asking questions, they do not take into account the costs associated with making corrections. We have also tried using incentives, such as offering rewards for reporting problems, but the results have been minimal. It is still necessary to clarify responsibilities, define specific areas of responsibility, establish detailed standards and provide guidance on how to carry out tasks, and then evaluate or reward based on the outcomes

System rules + penalties + reward fulfillment are merely the foundation of all management work; they are not a panacea. After all, running a company is not a short-term, temporary task but a long-term, ongoing organizational effort. It can be said that in most cases, the solution lies in the managerial’s personal wisdom, charisma, as well as a vibrant team spirit and enthusiasm. This is the beauty of management. And those who can stimulate this and use it skillfully serve as evidence to assess the level of a manager. If a company could be brought to excellence merely through systems, penalties, and financial investment, then anyone could become a company manager. Management is a highly specialized job.