Regarding the transformation of company systems, how can we ensure consistency with actual conditions by integrating it with job responsibility systems?

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The last edit to this post was made by 328104062 on 2016-12-18 at 10:31. As the title suggests: We know that *Thought is the theoretical foundation that arises from the integration of Marxism-Leninism with China’s actual conditions; its value lies in its connection to China’s real situation, which led to the strategic approach of encircling the cities from the countryside； In fact, he was not the first to adopt Marxism; Chen Duxiu, Li Dazhao, Bo Gu and others were ahead of Mao. However, Mao’s ideas were recognized by everyone for their practicality, precisely because they were integrated with reality. The current situation in the company is one of copying others’ practices: the requirements set by the headquarters or the systems used by other similar organizations are simply adopted after being given a new name, which is akin to \"copying homework\". For example, 1. The HSE management system follows DuPont’s model, but it’s implemented in a poor manner and not properly understood; as a result, everyone gets tired, with it unclear whether the problems stem from incorrect methods or improper execution. 2. Production control management isn’t handled in a proper way – there’s no clear explanation for concepts such as what constitutes a shutdown, under what circumstances a production unit is considered to be shut down, and what the difference is between planned and unplanned shutdowns 3. There are no standard procedures for the management of mechanical equipment. 4. Standardized management at the site does not include specific, actionable requirements. 5. Regarding the management of instrument interlocks, the attached forms do not specify the responsible personnel; it is unclear who should sign off on the procedures, so ultimately the department head has to sign them all. 6. There are also issues with the regulations regarding changes. 7. The system lacks definitions for key terms such as shutdown, startup, normal operation, interlock activation rate, and statistical criteria, which leads to inconsistencies in the implementation of the rules, as well as different interpretations among people, resulting in uneven execution. 8. Upon closer inspection, similar problems exist in **standards and SH standards as well; there are conflicts, such as the settings for alarms related to CO, NH3, and benzene in GB50493 and GB5044, as well as the methods for determining the pressure in pipelines..... 9. For the same situation, each department has its own set of rules, with one department’s procedures linking to those of another, but these rules conflict with each other, making it difficult to carry out the necessary actions; there is also a sense of uncertainty regarding what might happen.... How do companies transform their systems? How can they ensure that the systems are aligned with the positions within the organization, that there are no conflicts between different systems, that there are no misunderstandings regarding the systems, and that their implementation does not lead to any misconceptions? ? Manager Discussion Group