Quest: Japanese Dongli Wine Is Dyeing And Dyeing For 6 Years Without Any Safety Accident! It'S Shocking To See The Scene.

Dongli wine and dyeing (Nantong) Co., Ltd. (TSD) is a weaving and dyeing factory which mainly produces shuttle fabrics in 1995 by Dongli group of Japan in Nantong, China.

I heard that Dongli (Nantong) TSD has not had a safety accident for 6 consecutive years. We decided to go to the TSD site to study and see how they did this amazing performance.

In May 24th and 30th, the company safety responsibility person and the main production workshop safety responsibility person were divided into two batches of 13 people to visit and study in Dongli (Nantong). After listening to the introduction and on-site visits of TSD president and principal leaders, they were convinced by the shock that they could achieve impressive achievements, and at the same time they had deep admiration.

The following is the feeling after the visit, which can not completely or accurately describe the safety management method of TSD.

To record what we have heard and heard here is just a revelation and reference for our safety management work.

In TSD, the most frequently seen word is "I want safety first, row!" which is seen in every office and every workshop.

TSD emphasizes "safety first" everywhere. We can see that there are 8 enterprise action guides in TSD. The first is safety and environment: safety, disaster prevention and environmental protection are the top priority issues, safeguarding social and employee safety and health, and actively promoting environmental protection.

In the propaganda column of the workshop, the content of safety is also ranked first.

In TSD, safety first is not a slogan, but it is a real action. Through the introduction of TSD president and what we saw and heard, we believe that TSD's safety is better than any option.

TSD president, if safety is not guaranteed, all production activities and business activities can not be carried out normally, and "safety first" must be a voluntary demand from employees. It is not a requirement imposed by others. Therefore, TSD's safety first is "I want safety first and go!" the emphasis is on "I want" and "go" is an attitude, a commitment and a determination of employees.

TSD's safety management is from top to bottom pmission and bottom-up response, which forms a closed safety concept and a reciprocating cycle of safety action, which promotes safety management performance to keep up.

Every department has posted and publicized the identification of dangerous sources and the identification of fire hazards in the workshop's "workplace safety risk distribution map". In the workshop, every hazard source has obvious signs. Every emergency device, such as emergency stop switch, fire extinguisher, fire hydrant, alarm, and so on, is clearly marked. These signs can be seen in a distance.

The staff safety education and training is personally taught by the department heads, mainly aiming at the prevention and control of important hazards.

Through labeling and training, we can improve staff's perception and cognition, make employees more aware of danger, and be more targeted and effective in prevention and control of danger.

Pay attention to employee safety and focus on new employees.

Employees who have been in the office for less than 6 months are wearing yellow hats. It is easy for them to see new employees, pay more attention to the behavior of new employees, correct their wrong operation and bad behavior in time, and guide new employees to master the correct operation behavior.

TSD has a daily evaluation for all front-line employees in three aspects of "morale", "standard" and "enthusiasm", which occupies an important position in safety.

The result of this evaluation has 7 grades, corresponding to different bonus distribution, the highest grade bonus income will reach two times the basic wage, so this is also an important factor for the workers to actively abide by the rules and be willing to abide by the rules.

Every month, the workshop leaders will talk to 2 or 3 employees who are relatively unsatisfactory. Through careful exchanges, they will understand the difficulties and puzzles of their employees and guide them to come out in time to help them improve.

At the same time, the factory worker has a safe speech every month, and this speech is printed out and marked at the entrance of the workshop. As the key requirement of the workshop's safety management this month, all the staff work together to achieve the established requirements.

TSD puts an absolute height on employees' cognition of dangerous sources and standardizing their behavior. The aim is to ensure that all actions of employees are safe.

Because any occurrence of a safety accident is the unsafe behavior of human beings and the unsafe state of things.

All of what we see and hear above are TSD's regulation of human security behavior. So what is TSD doing in eliminating the unsafe state of things?

Error prevention, a large number of error proofing designs are used to control the occurrence of unsafe state of dangerous objects. Even if someone is negligent or unsafe, the object is in a state of safety and can prevent accidents.

The electric forklift will enter the area of operation. The infrared electric eye will detect the opening of the railing and let the car go in, and start the horn to send out the warning language, so that others can hear it, and the people in these areas can not get in.

All the lanes have 4 lines, the middle fork forklift passage and the narrow pedestrian passageway on both sides.

There are two yellow footprints on every intersection. When people come to this place, they must stop and look at the left and right sides. At the same time, when fingers are pointing in the direction of the eye, and when there are no cars on the left and right sides, the eyes look forward, fingers point forward, and then go past, which completely controls the traffic accidents on the road.

The leaders who visited us, when we took a road intersection, accidentally made such a complete set of actions. Their habitual behavior really impressed us.

When we enter the operation area, linkage to the speaker: "you have entered the dangerous area, please pay attention to safety".

TSD has a very high error prevention control on the rotating parts of the equipment. There is a warning sign on the top of the rotating parts. It is more important that the outer part of the rotating part is equipped with an infrared electric eye. Once a part of the body is exposed to the ray range of the electric eye, the machine will stop immediately, completely preventing the chance of being injured by the machine.

In TSD, such recognition, prompting, warning, alarm, partition, automatic error proofing devices can be seen everywhere, which greatly reduces the unsafe state of the objects, thus greatly reducing the probability of accidents.

We must stop before we go to the stage.

After teaching people's good behavior and controlling the unsafe state of things, what TSD has to do everyday is to perform and supervise inspection.

The inspection of TSD is from the top to the bottom. The Chief Executive (the top manager of the company) has safety checks every month. The factory manager has safety checks every month. The weekly checks are conducted between the workshops. The head of the Department has checks every day. These managers' checks will find out the staff's uneasiness in time, and warn and correct them in time.

This is the management drive of TSD from top to bottom, and leadership plays a leading role.

TSD attaches great importance to the role of field managers. The role of team leaders can determine the fate of employees, TSD president said.

The operator should check the status of the equipment every week to ensure that the equipment used is in a good state of operation.

Japanese enterprises are most concerned about the scene, and think that the problems at the scene must be solved at the scene.

In TSD, we saw that very few people in the office were accompanying our minister of management. TSD also asked management cadres to go to the scene, only to find problems and solve problems at the scene, so as to achieve the improvement of management performance.

The importance of Kanban is also very high in Japanese enterprises. There are many Kanban in the TSD workshop. For safety, every workshop has "daily fortifications bulletin board". The company has a system of safety supervision platform. These Kanban can keep in touch with the relevant requirements and grasp the immediate situation in the factory, so as to control the stable operation of the factory.

In TSD, and "I want safety first, row!" the same expression is at most, "obey the rules, go!"

This is a requirement for employees to abide by the rules and regulations, and is also a commitment and guarantee for employees to abide by the rules of operation and abide by the code of conduct.

If we develop the habit of following the rules and keeping the rules, everyone's self-discipline will result in a good working environment, good work order and good work results.

In TSD, 3S is implemented, and collated, cleaned up and cleaned. The Minister of the Ministry said that if cleaning up, cleaning up and cleaning were done, cleaning would be good, good habits would be cultivated, and the quality of employees would be improved.