Dupont is the oldest enterprise among the top 500 enterprises in the world, with a history of more than 200 years. Halliday, CEO of DuPont, concluded that the core reason for the evergreen enterprise is four unshakable commitments: safety, professional ethics, environmental protection and health, and respect for people. When the business community mentions DuPont, people will think of "safety"; Dupont is the best reference for major companies to formulate safety technical standards, and even many airlines are introducing DuPont management system. "9? 1 1 ",even the U.S. government is consulting DuPont about safety management. Dupont has been producing and managing high-risk products.
1802, DuPont was founded on the Brandy River in Wilmington, Delaware, USA. Almost all the original products are black powder, which is the most likely to cause accidents.
In fact, from 1802 to 1880, DuPont's main business has never been separated from the production of black powder. Gunpowder will explode at any time, even though the founder e? Me? Dupont fully considered minimizing the loss caused by possible explosion in site selection and workshop design, but a series of heavy casualties occurred, so that E? Me? Several relatives of DuPont have not escaped bad luck. The biggest accident occurred in 18 18. /kloc-among more than 0/00 employees, there are more than 40 casualties, and the enterprise is on the verge of bankruptcy.
Fortunately, the western development of the United States provided a huge market for DuPont black powder at that time, and DuPont survived. But the unforgettable accident made e? Me? Dupont realized that the safety of equipment and workshop could not prevent safety accidents. Real security must be guaranteed by system and consciousness. Shortly after the accident, DuPont made three decisions, which today seem to have influenced the history of DuPont:
First of all, establish a safe management responsibility system and do not set up a safety production department. That is, from general manager to factory director, department manager, team leader, etc. All managers are directly responsible for safety in production.
Secondly, establish a provident fund system, that is, regularly withdraw the provident fund from employees' wages and corporate profits to provide economic compensation in case of accidents.
Finally, establish a "people-oriented" safety management concept. That is, through various forms of publicity and education, employees can truly realize that safety in production is not a constraint and correction to their production behavior, but a real concern and consideration for their personal life.
For more than 200 years, DuPont has faithfully implemented the above three decisions. Today, the concept of safety has become a part of DuPont's unique corporate culture: every time the company holds a meeting, the host must first make a "safety reminder" to remind the participants of the location of the exit of the safe passage and the measures to be taken in an emergency; In the office of the company, people sitting in chairs must never let their legs touch the ground; The company also requires DuPont employees and their families to fasten their seat belts at any time when riding any motor vehicle.
In the 1940s, the company put forward the concept of "all accidents can be prevented", which was based on the company's safety data statistics work from 19 12. A large number of statistical data and all accident analysis support this conclusion. Therefore, DuPont set all safety targets to zero, including zero injuries, zero occupational diseases and zero accidents. They have strict safety principles and win-win safety beliefs, and try their best to cut off every link in the "accident chain" in order to achieve the ideal state of "avoiding disasters at work and being ten times safer at home".
Now DuPont has become "the safest workplace in the world" and a model of global enterprise safety. Its safety culture, safety measures and safety concept are becoming examples for many enterprises to learn.
Of course, all accidents can be prevented, which does not mean that accidents will not happen. Dupont believes that the workplace is never absolutely safe, and it is the unsafe behavior of employees in the workplace that determines the occurrence of injury accidents. In fact, enterprises can not provide an absolutely safe place for employees, but only an environment for employees to work safely. American scholars believe that 98% of accidents are man-made, and China officials also admit that almost 100% of particularly serious accidents are liability accidents, all of which are man-made. It is precisely because accidents are mostly caused by human factors that human behavior can be restrained and controlled through safety concepts, consciousness and systems. So people can be the starting point or the end point of an accident. As long as people's management, employees' consciousness, employees' thoughts and behaviors are well managed and violations and hidden dangers are eliminated, safety accidents can be avoided naturally and the occurrence of safety accidents will be greatly reduced.
Accidents can be prevented and avoided. The key lies in people, in every employee and in every detail of every employee's work.
There are dangerous factors in any operation in the process of safe production, including people, machines, objects and the environment. If not predicted and eliminated in time, it will lead to accidents. Therefore, in order to prevent accidents fundamentally, we must identify all potential dangerous factors in safety production in advance, and control and solve them. The process of studying and discovering dangerous factors and hidden dangers is also called prevention.
Before safety accidents happen, people should prevent the signs and symptoms of accidents in advance and take active and effective preventive measures in advance. Then, reduce the signs and symptoms of the accident and the accident itself to a minimum, and improve the level of safe work. In order to prevent accidents, we must adhere to the "six wants and six don't";
First, we should be fully prepared and not rush into battle. Adequate preparation means not only being familiar with the work content, but also being familiar with every detail of the work process, especially the abnormal situations that may occur in the work, which should be clarified in advance.
Second, there must be contingency measures and don't back down. Emergency measures are pre-determined countermeasures and methods for possible accident symptoms, accident symptoms and even safety accidents.
Third, we must be aware of it, and don't take it lightly. Some minor anomalies are the reflection of accident symptoms, so we must seize them in time, judge and deal with them correctly, and never turn a blind eye to them and leave hidden dangers behind.
Fourth, learn from the past and don't go it alone. We should learn from the experiences and lessons of others and other units on safety issues as a reference for our own safety work. When conveying safety accident notification and carrying out safety rectification, we should focus on finding the signs, symptoms and causes of accidents and put forward practical preventive measures.
Fifth, we should draw inferences from others and not rest on our laurels. As long as there are typical examples of myself and my own safety production, whether positive or negative, we can carry out profound analysis and vivid education, so as to improve and progress the work of safety production. Don't be complacent and don't make progress.
Sixth, it is better late than never, and don't make mistakes again. When a safety accident happens, the correct attitude and practice is to learn lessons and avoid repeating the same mistakes. We must not let the existing security risks go unchecked, so as not to add insult to injury.
Gilbert's Law: The most dangerous situation is that you don't realize the danger. B. Gilbert, a British manpower training expert, once put forward a famous rule in management, that is, "the most conclusive signal of a work crisis is that no one tells you what to do." People call it Gilbert's Law. This sentence extends to safety management, that is, the calmest moment is often the most dangerous moment. Because the crisis is everywhere, all the time, the negligence of a link and the slight slack of an employee may lead to major safety accidents.
The ancients said, "Be careful to sail for thousands of years." "Don't forget the danger, don't forget the worry." Let's look at a story that accidentally hurt customers and ruined themselves.
Kerry? Johnny is a brake at the back of the train. He is very popular with passengers because he is smart, kind and often smiles. One night, a snowstorm came unexpectedly and the train was delayed. Kerry complained that the storm had to make him work overtime on cold winter nights. Just as he was thinking about how to avoid working overtime at night, the conductor and engineer in another carriage became alert to the storm.
At this time, between the two stations, the cylinder head of a train engine was blown off by the wind, so we had to stop temporarily, and another express train had to change lanes and pass this track in a few minutes. The conductor rushed over and ordered Kerry to take the red light to the back. Kerry thought that there was an engineer and an assistant gate guard in the back compartment, so he smiled and said to the conductor, "Don't worry, there is someone guarding the back. I'll get my coat and leave." The conductor said seriously, "We can't wait a minute. The train is coming soon."
"ok!" Kerry said with a smile. After listening to his answer, the conductor hurried to the front cabin, but Kerry didn't leave immediately. He thought that there were engineers and auxiliary brakes in the back compartment to carry the work for him. Why did he run to the back compartment so quickly in the cold and danger? He stopped for a few drinks to drive away the cold, then whistled and walked slowly to the back of the car.
He just walked about ten meters away from the car, only to find that the engineer and the auxiliary brake were not in it at all. They were transferred to the front carriage by the conductor to deal with another problem. He accelerated to run forward, but it was too late. At this terrible moment, the head of the express train crashed into Kerry's train, and the cries of injured passengers were mixed with the sound of steam leakage.
Later, when people went to look for Kerry, he was gone. The next day, people found him in a barn. At this point, he was crazy and shouted "Oh, I should …" He was sent home and then sent to a mental hospital.
The most dangerous situation is that you are not aware of the danger. Ignore the crisis, and accidents will always come unconsciously. Therefore, we should establish the concept of crisis and always tighten the string of "safety first".
The writer of Ming Dynasty described a story in a short article called Lin: Lin was small and had sharp claws. When the tiger's head itched, he climbed up and scratched it, which made the tiger fly. He kept scratching and dug a hole in the tiger's head, but the tiger didn't notice because he felt comfortable. So he ate the tiger brain as a delicacy.
As the owner of the enterprise, every employee should always keep a high degree of vigilance, improve safety awareness, foresee the crisis, and let the company's ship take you across the sea with dense reefs and sail smoothly to the other side of success.