\"Ten strictures and ten relaxations\" in work safety – so realistic!

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This post was last edited by wang*nhua77020 on 2016-9-7 06:15. \"Ten points of strictness and ten points of laxity in work safety\" – that’s really realistic! Stress can give people pressure, motivation, and energy ； Mats, he tends to be distracted whenever he does something, and even reacts slowly; this leads to mistakes that harm himself, others, and the tasks at hand, as well as causing missed opportunities and serious consequences. Strictness is the prerequisite, key, and foundation for ensuring safety ； It’s in a state of disarray, completely chaotic; talking about ensuring safety is nothing but empty words. Through inductive analysis, the author has identified ten issues of being either too strict or too relaxed in work safety, and hopes that colleagues will take this as a warning. 01**Strict oversight on the part of regulators, but lax attitude on the part of some companies** Regulators pay close attention and enforce strict rules, but some company managers tend to handle inspections in a perfunctory manner. The awareness of enterprises as the main responsible parties for safe production needs to be strengthened urgently. Many enterprises prioritize production over safety; efforts to ensure safe production remain limited to words and documents. The implementation of various policies and guidelines related to safe production fails at the \"last mile\", that is, within the production and operation units themselves. 02 The pressure is high at the top and low at the bottom, with a gradual decrease at each level. However, some companies exhibit a pattern of decreasing implementation efforts in their safety management; safety-related decisions and requirements are significantly weakened as they are passed down through the various levels of the organization. If everyone – from the person in charge of assigning tasks, to the deputy leaders, heads of relevant departments, workshop supervisors, team leaders, and frontline workers – fulfills their duties at 90% efficiency, the effectiveness of safety production will decline at each level. The end result will be a failure score of 59.049, which can lead to accidents and serious problems. 03 Tight efforts are made before inspections, but relaxation occurs after them. To prepare for various safety inspections, enterprises have invested effort in both hardware and software development, achieving significant results. But after the safety inspection, it was thought that everything was fine and one could breathe a sigh of relief; however, carelessness during production work led to an accident. This requires safety managers to stay clear-headed, maintaining strict safety management both before and after inspections, ensuring that safety efforts are consistent whether an inspection is taking place or not. The measures are tightened immediately after an accident occurs, and relaxed when no accidents happen. After any minor safety incident takes place in the company, investigations are carried out in accordance with the \"four no-lets-go\" principle; all employees learn from these incidents, their safety awareness improves, and as a result, accidents decrease significantly. However, over time, the lessons learned from accidents fade away, and individual employees resume engaging in illegal, irregular, and unsafe behaviors, increasing the likelihood of accidents. Therefore, safety awareness campaigns, training and education, as well as safety management must not be relaxed for even a moment. Formally, it seems strict, but in reality it is loose. The safety management practices in some companies appear to be quite stringent on the surface. For example, some safety slogans are posted everywhere, and records of safety activities are kept to satisfy inspections by higher authorities. But in reality, safety management is chaotic, with serious violations of regulations. During the Safety Month in June, strict measures are taken, but less so at other times. During this annual \"Safety Production Month,\" various organizations carry out targeted safety inspections, safety activities, and drill exercises. As a result, employees’ awareness of safety improves, their safety skills and ability to prevent accidents increase, the foundation of safety within enterprises becomes stronger, and the level of safety management keeps rising. “The \"Safety Production Month\" has played its due role. Once Safety Production Month is over, people should not relax, nor can they think that everything will be fine forever. Laxity is a major obstacle to ensuring safety. For a company to maintain a good situation in terms of safe production, it takes time; it’s not possible to resolve all problems just through a month-long \"Safety Production Month\" campaign. 07 Rewards are given too readily while punishments are lenient. The most important thing regarding rewards and punishments is to be strict: reward those who deserve it and punish those who should be punished. Only in this way can bonuses and fines truly serve as effective tools for safety management; yet sometimes there is a severe imbalance. Generally, those who contribute to ensuring safety consider bonuses as compensation they are entitled to, demanding that they be paid in full on time. However, when accidents occur due to violations of rules or regulations, they point to objective factors and look for excuses to shirk responsibility. Managers, out of concern for interpersonal relationships, dare not enforce strict controls and instead choose to turn a blind eye, imposing only symbolic punishments to meet the formality. In fact, this approach has a negative impact on safety management and is even less conducive to the orderly and healthy development of the enterprise. 08 Be strict when conditions are poor and relaxed when they are good. In a poor working environment, difficult conditions can draw the attention of managers, arouse the vigilance of employees, and prompt those in charge of safety to take things seriously, thereby enabling smooth and secure passage through tough times. On the contrary, when conditions improve and a better production environment is created, it often leads to negligence on the part of management, underestimation by those in charge of safety, and carelessness among employees, resulting in the loss of what has been gained. 09 Be tight when in a good mood, and relaxed when in a bad mood. Everyone experiences mood swings, but these emotions should not affect work. But some people are highly responsible and pay close attention to safety when they are happy, while when they are in a low mood, their work efficiency is poor, their sense of responsibility is weak, and their awareness of safety is relatively low, making mistakes easy to occur. 10. Emphasis is placed on efficiency, while safety awareness is neglected. The fundamental goal of any enterprise is to maximize profits; some companies focus solely on economic benefits and ignore the investment needed for safety management. Some companies even skip purchasing the necessary safety equipment, and equipment that should have been phased out long ago is still in use; these practices increase safety risks. The emphasis is not on creating panic by overreacting to every minor issue, but rather on giving proper attention to safety matters in a thoughtful manner, ensuring that efforts are thorough yet organized, and that the focus on safe production remains constant at all times and in all situations. Safety work should be handled with care, just like tightening screws – each step must be precise and meticulous. By leveraging people’s initiative, it is possible to prevent any potential hazards or loopholes from taking advantage of weaknesses, thus strengthening the safeguards for safe production.