The 24 tips summarized by the safety expert

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1.jpg 24 tips summarized by the security expert: 1 When creating documents, focus on \"who will use them\" rather than \"who will see them\". 2 In work, attention should be paid to personality; Chinese-style management takes into account the personality of the Chinese people. Enterprises with 300 or more employees should implement comprehensive safety management and establish a hierarchical audit system. 4 Many tasks are not done well due to poor planning in the initial stage; the “P” in the PDCA cycle is very important. One of a leader’s responsibilities is to prevent your competitors from discovering the value of your employees. 6 If you are not precise enough regarding the question, it is because your analysis of the question is not thorough enough. 7 First-class teams prioritize character first, followed by morality and then ability; second-class teams prioritize ability first, followed by morality and then character. 8 Lean safety refers to achieving high-quality, fast, and cost-effective production by using the minimum amount of resources in the most optimal combination. 9 To make a company’s processes more standardized, the best approach is to optimize forms by creating templates in order to establish standards. 10 Managers, don’t start making changes right away upon taking office; frequent reforms are not what’s most important for a company’s development. What truly matters is steady continuity and progression. 11 To solve problems, a team must be formed (usually an 8D team); the number “3” is important when it comes to applying what has been learned from solving one problem to similar situations. The office for Team 12 should be located on the factory floor; wherever the weakest link in the company lies, there should be the leader’s or manager’s office. 13 Work instruction documents should involve front-line employees in their creation, so as to reflect actual operational practices and uphold the principle of full participation; it is highly undesirable to simply copy them while sitting in an office. 14 Business management is essentially the management of people; it involves continuous improvement focusing on the 4M1E factors. Among these, there is the greatest potential for development in terms of people, who are also the most crucial element. 15 As an employee, you must be sure that there are no incompetent people among your colleagues – only those who are in the wrong position. If you really think there are such people, it’s simply because they are not in the right place. 16 Safety production focuses on human life and the effectiveness of continuous improvement, whereas work methods should emphasize their guidance and feasibility, that is, their ability to be put into practice. 17 The essence of a safety management system is to achieve continuous improvement, and the key approach is to constantly seek opportunities for improvement (such as carrying out targeted improvements through management reviews), treating each bottleneck issue as a project. 18 Most companies attach great importance to procedural documents; many personnel in charge of various systems devote a lot of effort to editing these documents. In fact, procedural documents are merely textual descriptions of processes, and very few people actually need to use them. Editing such documents is far less useful than improving the forms themselves. 19 Thrift is a virtue, but applying it to the interests of employees can lead to the greatest waste; as a result, your colleagues who are familiar with the work will leave one after another, and most new employees also choose to depart once they have mastered the skills. 20 For most Chinese companies, execution capability is the core competitive advantage. Many poorly managed companies do not lack innovative thinking or talented people; rather, they lack execution capability. Therefore, as a company manager, you should constantly emphasize execution, again and again. 21 This is an era that values fast-food culture; not many people are willing to undergo lengthy training programs in their workplaces, especially those who make up the majority of employees – the front-line workers. Yet it is also an era that emphasizes efficiency. Therefore, we should strive to transform this fast-food culture into a form of \"cultural fast food,\" and safety education should be elevated to a cultural level. 22. 80% of accidents occur during the process, and 60% of those occur due to improper operations by employees (especially new employees). Therefore, in the four stages of staff training (explanation – demonstration – trial operation – follow-up verification), it should not be limited to a mere formality at the initial stage; rather, more emphasis should be placed on the relevance of the training and on subsequent follow-up verification. 23 To implement comprehensive safety management effectively, companies can adopt a rigid approach during the initial introduction phase, treating it as a tool. However, once it is in full operation, QSB should not be viewed as such but rather as part of their own system; it must be integrated and adapted to become part of their own practices. In all documents and record forms, the term QSB should ideally no longer appear. What is a 24-system? It is a very abstract concept. I have been telling my colleagues that adding up their job responsibilities and tasks constitutes the system; by carrying out all their job duties properly, they meet the requirements of that system. Each employee forms a small system, and together all employees constitute the company’s system.