"The foundation is not strong, the ground shakes the mountain" is the well-known truth, from the state governance to the small enterprise management. State-owned coal mines to develop, do bigger and stronger, to cut a striking figure in the industry, we must "do good", but the key is to "do good" is to lay a solid foundation, the state-owned coal mines existing management, management systems further Improve and improve, achieve "fine management and standardization of grassroots management; standardization and proceduralization of basic management; regularization of basic quality improvement", and promote the continuous improvement of the overall management level of state-owned coal mines.
Due to the influence of the environment and the habitual thinking mode, many state-owned coal mines have not undergone reform and transformation, but the new management methods and management systems are not satisfactory in the implementation of some coal mines. The old management system and methods are still continuing at the grassroots level, mainly in the following aspects.
First of all, management authority is not clear, and enforcement of institutional measures is poor. Some coal mines and mine leaders directly intervene in the management of the team, intervene in the law enforcement, and the grassroots and captains cross the team leader to directly assess the employees, making the assessment lack of openness, fairness, and fairness; some rules and regulations from the company, mines, segments, Every team of the team and the team went to the scene, and the layers were “discountedâ€. The documents and regulations were not strictly enforced, and they could not be implemented. Although it was mentioned and deployed, it did not do its job, resulting in an embarrassing situation in which the files were high in tone and executed in a mess.
Secondly, employees accept poor management systems, and they are in conflict with each other. For example, in terms of behavioral development, employees are accustomed to past behavioral habits. They always think that the management of standardization and militarization is too cumbersome, and it is “nothing to find things to doâ€. Many people think that coal mine work has been very hard and very tired. It is not necessary to engage in these "famous halls" eight hours away. Therefore, these management regulations are ignored.
The third is the poor management level at the grassroots level, weak basic management, and lack of responsibility for grassroots managers. Coal mines are generally located in the mountains, away from the urban areas, and the information is relatively closed. Some of the team leaders have a low level of education, a weak sense of responsibility, a lack of technical level, a primitive management style, and a low quality. The overall concept and overall awareness are weak. Middle and senior managers are also weaker at the grassroots level, and grassroots employees are less self-conscious. Because the linkage mechanism is not well adopted, some managers are not well-supervised, and they are afraid of offending people. When they are good, they will talk about feelings in the grass-roots assessment, and they should like to stay with their brothers.
To solve the above three problems, we must do a good job in the construction of the "three basics", that is, to seize the grassroots level, consolidate the foundation, and practice basic skills. Starting from "grasping the brain", solving problems of thinking and understanding, and standardizing employee behavior through "grabbing the ticket", "grasping the seat", and "grasping the face", improving employees' safety awareness, anxiety awareness, responsibility awareness and overall quality, perfecting and deepening The current management system will build an effective “three-basic†management system.
The inherent requirement of the "three basics" construction is to shift the focus to the grassroots level, to move the foundation before the gate, and to improve the quality based on people. Focusing on the grassroots team is to regard the grassroots team and team as the frontiers of coal mine safety production, and regard the grassroots team leader and team leader as the first line of the military. The construction of the "three basics" must be continuously improved and deepened on the basis of the current management system, so that it is refined and detailed and becomes a system. So how can we do a good job in building the "three basics"?
First of all, we must strengthen the construction of grassroots level. In terms of grassroots management, we must start with “fine and fine†and settle on “five fines and fines†(ie: meticulous work, excellent products, in-depth study, technical exquisiteness, detailed indicators, and careful management. , pay attention to details, precise cooperation, exquisite work, cultural excitement), do a good job in the establishment of various records, ledgers, assessment materials, and focus on self-governance of the team's autonomy, team autonomy, employee self-discipline as the main content, strengthen the section Team leader, team leader and staff team building. Through the development of high-quality team competitions, the team will increase the autonomy of the team, so that the staff of the team can fully exert their initiative and creativity, strengthen the self-management of the team, select and hire the team leader, and enhance their status, promote the transformation of their functions, and transfer responsibility and pressure. Go to the team. Carry out the competition of excellent team leader and the "three no class" competition, strive to enhance the vitality of the team, attach importance to employee self-discipline, and strive to realize the transformation from "constraint + consciousness" to "consciousness + restriction", and integrate cultural management and human management in system management. Basic requirements, and constantly explore more effective management mechanisms.
Secondly, in terms of solid foundation, each secondary unit is required to further grasp the establishment of the rules and regulations, process reengineering, and rely on the normative and procedural aspects of the system to ensure the effective operation of the enterprise. First establish a standardization system. The fine management of human beings is based on the premise of standardization construction. Starting from the subtleties, people-oriented, quality-based, is to establish a standard system for each day, every thing, every person, every post according to the actual work. It is also necessary to establish a cultural leadership system. It is necessary to “raise the flag†with the corporate development strategy and common vision, “shape the shape†with the safety mechanism, and infiltrate and develop the “casting soul†with advanced concepts, and support it with environmental refreshing behavior and visual and auditory recognition. We will use strict systems to regulate people, and use a sound system to protect people. On the basis of deepening "market-based safety management", we will innovate and implement "employee safety file management" to enhance employees' safety awareness. Finally, an incentive mechanism for job management was established. By managing billboards, public comments, the quality of the pyramid to climb, effective internal senior workers, highly skilled personnel selection and other incentives, continue to promote refined management.
In terms of staff quality, we must implement the quality ascending project in an all-round way, carry out all-step ladder training, strengthen the comprehensive quality improvement, do a good job in the selection of star talents, high-skilled talents, and senior workers, and build a team of management personnel, technical talents, and employees. Team development platform. By building a learning organization, we will realize the advancement of ideas and concepts, and achieve the level of enterprise management; adopt the advanced mode of cultural management to achieve independent innovation of professional technology, and introduce and promote the application of advanced technological achievements. In the end, the company will achieve the core competitiveness of the company and achieve sustainable development and safe production. A team of coal mines, a team, or even a department can be created as a learning organization. By creating a learning organization, stimulating employees' enthusiasm for learning and stimulating employees' innovative spirit, the company can create a safe person in coal mines and improve the safety of coal mines. performance.
The Hydraulic Press Robot is to match the hydraulic press, Automatic feeding, discharging conveying the hardward products, to raising whole line effective rate, avoid industry injury. It provide safe and precious automaticly operation, replace the manual operation, avoid to damage the hands.
It imitate human action, grab products with fixed procedures, handle items to control punch press.
Features: precision positioning, stable production quality, working rhythm is adjustable, stable running and reliable, and easy maintenance.
Manipulator of Hydraulic Drawing,Hydraulic Drawing Robot,Hydraulic Drawing feeder
Shantou Sunshine Automation Equipment Co.,Ltd. , http://www.stjsrobot.com