Regarding the contradiction and reasons between high-standard inspections and low-standard operations, what are the low standards on site? Reasons and avoidance factors
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This post was last edited by 328104062 on 2015-12-22 at 21:44. In recent years, I have come to realize that high standards for inspections combined with low actual standards create a situation that is overwhelming and difficult to deal with. The standards set for inspections are high, but their implementation is poor, which leads to many problems. This includes low standards on the part of the design and general contracting teams (who meet the standards but do not fully understand them or integrate them properly into the actual project), as well as low standards in construction, equipment manufacturing, and procurement. Of course, there are also low standards in project management – both at the management level and in terms of actual operations； There are low standards for managers, as well as low standards for those in team positions... On a higher level, it’s referred to as employees’ moral character; on a lower level, it’s called professional competence. At a broader scale, it relates to the quality of personnel, while at a more individual level, it’s considered personal habits, or collective habits, or company practices. . . . . But everything stems not from the lack of standards, but rather from low standards in the implementation of those high standards – that is, there are high standards set, but they are not properly implemented. There are always shortcomings at each stage, which prevents smooth progression to the next stage, and this leads to poor management levels. 1. What are the low standards present in everyone’s daily work? 2. How did everyone overcome the challenges and make gradual improvements? Manager Discussion Group
Every company faces many factors – interpersonal relationships, individual habits, corporate culture, and so on. Of course, there are no problems as long as no accidents or disputes arise; but once disputes occur, one has to examine the rules to determine whether the issue lies in implementation or supervision. Responsibilities can be clearly defined, so if one wants to do things well, it’s best to follow the rules strictly – at least that way responsibilities can be avoided. .
Personal professional capabilities and work attitude lead to low standards, resulting in perfunctory work and constant stress.
High-standard inspections and low-standard operation.
Give some examples of your low standards
Let’s start with our low standards. 1. The factory requires vehicles to follow designated routes, but it’s unclear where these routes are specified; no one knows, so in reality there are no such routes. A better approach would be to mark arrows on the motor vehicle lanes to indicate the proper driving paths. 2. The procedures for different operating conditions are written down on paper. A better approach would be to create flowcharts showing the operations for various conditions, making them easy to understand. 3. The pipe supports for the pipelines within the plant areas are supposed to be fixed, but in practice they are sliding, which causes the pipelines to shift. 4. The instructions for using various machines and seals are written on operation cards. A better approach would be to display these instructions right at the point of operation. 5. In the process piping corridors, each frame in the pipe bridges lacks numbering and labels, making it difficult to identify specific pipelines; there is also a lack of uniform coordinates and scales throughout the plant. A better approach would be to use visual indicators, as this simplifies things. 6. After operators replace worn-out parts, the discarded damaged parts are simply left lying around, resulting in clutter
Let’s start with our low standards. 1. The factory requires vehicles to follow designated routes, but it’s unclear where these routes are specified; no one knows, so in reality there are no such routes. A better approach would be to mark arrows on the motor vehicle lanes to indicate the proper driving paths. 2. The procedures for different operating conditions are written down on paper. A better approach would be to create flowcharts showing the operations for various conditions, making them easy to understand. 3. The pipe supports for the pipelines within the plant areas are supposed to be fixed, but in practice they are sliding, which causes the pipelines to shift. 4. The instructions for using various machines and seals are written on operation cards. A better approach would be to display these instructions right at the point of operation. 5. In the process piping corridors, each frame in the pipe bridges lacks numbering and labels, making it difficult to identify specific pipelines; there is also a lack of uniform coordinates and scales throughout the plant. A better approach would be to use visual indicators, as this simplifies things. 6. After operators replace worn-out parts, the discarded damaged parts are simply left lying around, resulting in clutter
There are also many cases where, after the renovation of old equipment and pipelines, the drawings and plans are not updated in a timely manner, and the upgrading of supporting systems for newly installed devices happens too slowly, resulting in various mismatches