Criteria for production culture at an enterprise. Analysis of the state and improvement of the culture of the production environment. List of sources used

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POSITION

About high production culture

In LLC Horns and Hooves.

General provisions

The purpose and objectives of this Regulation on a high production culture at Horns and Hooves LLC (hereinafter referred to as the Regulations) is to improve the production culture, including:

— improving the quality of organization of the production process;

— improvement of working conditions and production life;

— prevention of injuries and morbidity;

— compliance with the requirements of regulatory legal acts on labor protection;

— exemplary performance of job duties and requirements of the Internal Labor Regulations (hereinafter referred to as PVTR);

— increasing the level of labor and production discipline;

— organizing systematic monitoring of work culture;

— identification of the best branches, financial and economic divisions, production and technical divisions (hereinafter referred to as the Divisions) in the following categories:

— “The Best Division for Compliance with Labor Safety Standards and Production Culture”;

— “The best division for the maintenance and design of the assigned territory.”

This Regulation defines the circle of persons responsible for the state of production culture in the Divisions, the procedure for implementing the Regulations, the criteria for assessing the production culture and encouraging the Divisions.

Production culture includes the technical and organizational culture and work culture of the Divisions, as well as the personal culture of employees.

Technical and organizational culture The divisions cover engineering, technology, production organization and management.

Work culture includes the organization and maintenance of workplaces, sanitary and hygienic working conditions and cultural and welfare services for employees of the Divisions.

Personal culture workers is determined by their general cultural and professional level, competence, and attitude to the work performed.

Indicators for assessing high production culture

2.1. Achieving the goals of improving production culture is carried out by solving specific problems.

2.2. The production culture of an enterprise is assessed by a set of indicators that characterize the organization and conduct of the production process in accordance with the requirements of regulatory legal and technical regulatory legal acts of the Russian Federation.

Criteria for assessing production culture.

2.3.1. Occupational injuries and morbidity, prevention of industrial injuries:

— absence of cases of industrial injuries;

— carrying out periodic monitoring of the state of working conditions and labor protection, with an entry in the journal;

— conducting briefings for 100% of employees at their workplaces (for the period under review) against signature in the briefing logs;

— availability of labor protection instructions for all categories of workers;

— the presence of visual propaganda on labor protection, information on injury prevention on information stands.

2.3.2. Condition of production, household premises, assigned territories:

— the condition of the dressing rooms (cleanliness, serviceability of cabinets, presence of hooks, shelves, etc.);

— sanitary maintenance of showers, operability of all installed shower heads, provision of hot and cold water, availability of hooks, benches, shelves for soap, etc.;

— sanitary maintenance of toilets, washbasins, provision of hot and cold water, operability of all installed taps, availability of detergents;

- condition and maintenance in good condition of warehouse and utility rooms, passages in them, rational storage of parts, tools, cleaning equipment, in accordance with the requirements of safety rules;

- condition of floors, gates, doors, windows, transoms, lanterns, etc. in all rooms;

— the condition of assigned territories (lack of garbage, cleared hard road surfaces, timely mowing and cleaning of grass, absence of overgrowth, ice, icicles on the roofs, condition of passages, driveways, sprinkling of sand on driveways and approaches);

— design of recreation areas (gazebos, flower beds, benches, etc.);

— compliance with safety requirements during transportation and storage of goods and materials;

— availability and condition of smoking areas;

— compliance with the procedure for collection, temporary storage and removal of industrial and household waste;

— compliance with the procedure for storing scrap metal;

— availability and condition of primary fire extinguishing means.

2.3.3. Condition of equipment, workplaces, labor discipline, level of personal culture of workers:

— rational and careful placement of materials, tools, devices, equipment at workplaces and production premises;

— order and cleanliness of workplaces, aisles, their cleaning at the end of work and transfer of shifts;

— availability and proper use of personal protective equipment;

— compliance with PVTR (no absenteeism, tardiness, timely start and end of shifts, etc.);

— compliance with safety requirements when performing work with electric and pneumatic tools, harmful and flammable substances and materials, when carrying out loading and unloading operations, etc.

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Work culture

Work culture in production- this is, based on high professionalism and the ability to work intensively and efficiently, the conscious and creative application by workers in the labor process of a set of the most rational methods of work in specific technical, organizational and socio-economic conditions of production, ensuring, while maintaining the health and sustainable performance of workers, an increase in the efficiency of labor and production and high (at the level of world market standards) quality of products and services provided.

With the transition to a market economy, the need for a high work culture increases significantly, which is determined by its role and place in economic activity:

— labor culture largely determines the level and quality of the use of labor, achievements of science and technology, a huge production apparatus, and almost all types of resources of the country;

— the level of labor culture to a certain extent expresses a person’s attitude towards work, and therefore is a factor in increasing productivity and increasing labor efficiency;

— the need for a high work culture is caused by the increasing importance of saving working time and reducing production costs;

— a significant increase in the level of work culture in production is determined in modern conditions, first of all, by the need to perform work in the manufacture of goods and provision of services with high quality, in accordance with world market standards in order to ensure a high standard of living for the country’s population and integrate into the global economic system;

— the development of a work culture actively influences the provision of order and organization in production, the inculcation of discipline, a conscientious attitude to work, the development, depending on the type of nervous activity of a person, of work skills both in various types of teams and individually and, ultimately, to choose and increasing the degree of satisfaction from the work performed;

- finally, the progressive complication in a market economy of management processes in the scientific, technical, economic and social development of enterprises of various forms of ownership and management objectively determines the need for a high labor culture of all categories of workers in the production sector.

The work culture in the production sector is characterized by two very significant features.

On the one hand, it relies on all the experience and knowledge accumulated by humanity in the process of its development. At the same time, it is constantly aimed at the future, thanks to which it is continuously enriched and developed: elements of work culture absorb, synthesize new phenomena in the sphere of work activity that arise in the process of technological, economic and social development of society, and thereby form a new stage of work culture both individual workers and the entire people, reflecting the development of cultural traditions and the needs of society as a whole. The development of work culture is manifested, in particular, in an increase in its level. The level of work culture finds its material embodiment in the products created (equipment, tools, structures, consumer goods, etc.) and services provided.

Increasing the efficiency of labor and production is one of the main, but not the only functions of developing a work culture.

Its other function is human development, which primarily involves:

Ensuring the general educational level and general cultural development of all workers;

Ensuring high vocational and technical training of producers, their acquisition of experience, skills, the most rational ways of working in their chosen profession or specialty that meet the requirements imposed on a person by the achieved level of development of means of labor and social relations, the ability to apply them in practice, achieving a high and versatile orientation workers in production processes.

To do this, it is necessary that the state ensures accessibility of education for all segments of the population, which improves the quality of the workforce and allows for the development and widespread use of more advanced technologies.

The development of employees in the course of mastering a high work culture and its practical use involves simultaneously improving the methods of work used, developing under the influence of the development of social production, technical and social progress of new knowledge, skills, dexterity, the selection and accumulation by them of a new set of the most rational ways of working, corresponding to the changing conditions of production activity.

A person does not receive from birth ready skills for work in general, skills and mastery in one or another type of work. The achievements of the labor culture of previous generations are embodied not in his biological properties, not in his natural inclinations, but in the world around him of the bearers of a historically defined labor culture (masters of his craft in each type of labor), with whom he enters into communication, and the tools of labor of a given era . Abilities, skills, mastery in various industries, types of work are passed on from generation to generation in the course of individual development of individuals, through the development of work culture by individuals, mastering it through training, education, communication with skilled craftsmen, during which a person learns adequate activities , which essentially represents the process social inheritance work culture. This process is constant, continuous and active.

Work culture in the sphere of production is characterized by the degree of rationality of connecting people with objects and tools in the process of individual and collective work. The modern level of science and technology makes it possible to identify the features of each individual technological and labor process, consistently decomposing it into its component elements for analysis. The structure of the production process in its general form represents a set of interconnected individual technological operations in order to obtain a certain type of product. If we consider production processes from the point of view of labor costs, then each individual operation can be divided into separate working techniques, which are a set (cycle) of individual actions and movements that have a specific purpose.

The study of the corresponding elementary working techniques allows the analysis to identify the smallest opportunities for improving the work process.

Dividing the total technological process into operations, and then into the elements of these operations (for example, in metal machining - individual installations, transitions, etc.) allows you to correctly evaluate the existing technological process, identify its shortcomings and opportunities for improvement.

This approach to technological processes allows us to identify elements in their various types that correspond to proven methods of labor actions. Their commonality makes it possible to reasonably determine the standard of labor costs and establish the most rational methods in order to distribute them more widely.

We can say that any human labor process is characterized to a certain extent by a certain understanding and a set of work techniques. In turn, labor techniques can be considered not only as a certain element of the labor process, characterized by a certain amount of time, but also as a method of work.

A deep analysis of labor organization and its improvement cannot be limited to consideration of the labor process as a whole, not only on the scale of a plant or workshop, but even on the scale of an individual operation.

It should include the study of the labor process through its constituent elements, down to individual working techniques and movements.

As a systemic object, labor culture in the sphere of production has a very complex internal structure and is manifested through a combination of its various elements. They are determined by the existing system of social relations, moral standards, the state of the technical base of material production and the resulting forms of labor organization. All elements of work culture are closely interconnected and interdependent. Based on the relationship with the labor process, the collective of enterprise workers and society, elements are identified that express the professional, social and moral aspects of labor culture in the production sector (Table 14.5.1).

Of course, the list of elements of work culture in the production sector presented in Table 14.5.1 does not reflect all of their diversity that exists in reality, and does not pretend to be exhaustive.

It is approximate, outlines a set of only basic elements and can be clarified, changed and supplemented. It should also be borne in mind that at each qualitatively new stage of the development of society, primarily in connection with technical progress and the transformations in labor occurring under its influence, developing market relations, new elements of labor culture are formed, and existing ones are improved and enriched.

The variety of elements of labor culture in the sphere of production is to a certain extent determined by the need to follow many standards in the labor process: organizational, technical, economic, moral, legal, ethical.

The development of work culture in society and in enterprises means, first of all, the development and improvement of all its elements. Likewise, mastery of work culture occurs through the assimilation of its basic elements, mastery of skills, abilities of their everyday use in a person’s life, primarily in the process of his work activity. Mastering a high work culture means that all its main elements have become an integral property of the employee’s personality and have firmly become a habit, part of the rules of his behavior in the process of work. But it is especially important compliance with labor discipline, which is a relationship of mutual responsibility of participants in the labor process that objectively arises from the material conditions of production development, based on their conscious fulfillment of the rules of conduct provided for by the current legislative and regulatory acts on labor in accordance with their labor functions.

Taking into account the elements of labor culture in production activities makes it possible to create favorable conditions for the further development of each employee, the fullest manifestation of his creative potential in work activities, increase the level of work organization, ensure coherence in work, the rhythm of the production process, a high level of economic and labor discipline at the enterprise, improve the quality of work, products, use of labor, reduce the cost of producing a unit of output, and increase labor efficiency.

Along with the elements of labor culture, socio-economic conditions are identified that determine the state of the labor culture of hired workers in production.

The most important of them include:

Type of economic system in the country (state centralized, based on public ownership of the main means of production, various types of market economy based on a variety of forms of ownership and management);

State of production working conditions;

The prevalence in society of such types of social pathology as drunkenness, the incidence of alcoholism, drug addiction;

The effectiveness of the mechanism for motivating work and improving its culture, etc.

The provision and development of work culture is directly influenced by the existing framework for the protection and development of labor quality.

The main aspects of labor quality can be considered:

- the skills required for work, and the opportunities that the use of these skills opens up for the self-fulfillment of the individual or for the performance of social or production functions;

— the degree of independence of the worker when performing work;

— fairness of the management control and discipline system;

— opportunities for freedom of association and collective bargaining;

— job security, including opportunities to use skills acquired from another employer;

- the responsibilities associated with the job, as well as the opportunities for both satisfaction with this work and the occurrence of stress in connection with it;

- the intensity of work and its consequences for physical and mental health, as well as for the ability to lead a satisfying personal and family life;

— opportunities provided by work to acquire and improve skills and move to more satisfying, secure and better-paid work during the life cycle;

— the opportunities provided by the job to contribute to the creativity of the organization, including problem solving, incremental innovation, and the use of personal initiative, based on acquired skills and knowledge, in the interests of improving quality or service.

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8.10. Production culture

Production culture, corporate culture is one of the main and absolutely underestimated components of effective management.

Since I write mainly about production, I will talk more about “production culture,” although there is not much difference between “corporate culture” and “production culture.” Most likely, these are different definitions of the same process, only for companies operating in different sectors of the economy.

Production culture is a set of material, organizational and spiritual values ​​that determine the level of development of the enterprise.

There can be no effective management without a high production culture.

The question is: where can we get it, high culture in Russia? You can often hear that in an uncultured society there cannot be a high production culture. Maybe! This is exactly the case when in a single enterprise it is possible to create an atmosphere different from the environment. An enterprise, as a completely self-sufficient system, is able to adapt to a not always friendly environment, receive available external resources, process them into a quality convenient for its internal requirements, create products that are in demand by the external environment, and transfer its products to external consumers.

You need to go, as always, from simple to complex, from obvious to hidden.

To begin with, take an unbiased look at your production, warehouse, office. Visual control provides about 70% of the information necessary for making management decisions. And start by cleaning the area, premises, and workplaces. There can be no culture in the dirt. But it is not enough to organize regular cleaning; you need to ensure that all employees of the enterprise maintain cleanliness and “respect the work of the cleaners.” In general, this is one of the main indicators of culture - respecting the work of others.

The next step is putting things in order.

The process of improving production culture is described here as a sequence of actions simply because most managers are accustomed to the “step by step” perception, that is, the gradual improvement of the situation step by step. But with a systematic approach, all the described activities are done simultaneously, since they are interconnected and logically follow from one another.

For example, in order to constantly (key word!) maintain cleanliness throughout the entire enterprise, it is necessary to create a system for educating workers, and a mechanism for monitoring compliance with basic rules by all employees, and the conscientious attitude of workers responsible for cleanliness to their duties. This will require reorganizing the entire enterprise management structure.

There is no need to be afraid of such strict words as “mechanism”, “structure” and so on. All these activities are absolutely inexpensive for the enterprise. It is necessary to ensure that all employees of the enterprise, without exception, consciously participate in this process.

Order is the absence of chaos, that is, the constant presence of all things in strictly designated places. If the level of cleanliness at different production enterprises may differ depending on the degree of “pollution” by the technologies used, then the order does not depend on the technologies, is the same for all enterprises, and is determined, first of all, by the level of organization of management processes at the enterprise. Disorder in production is much more noticeable than lack of cleanliness. Order concerns absolutely everything: starting with the sequence of arrangement of tools and equipment at the workplace approved by technological maps, the location of raw materials and semi-finished products prepared for production in strictly designated places and in the established sequence, and ending with standing even rows of neatly packaged finished products in the warehouse. Order is part of technology, and this is how it should be treated.

Next comes technology development. Here, technologies mean both production and management technologies, which include a description of business processes, the structure of the organization, the order of interaction between departments and employees, and so on. Compliance with technology is important to obtain stable product quality using the optimal amount of resources - this is for production technologies. For management – ​​guaranteed receipt of the expected result. The production culture is designed to explain and convince all employees of the enterprise of the need to comply with technologies, and to develop in them the need for self-control over the strict implementation of all technological operations.

To begin with, you need to have technology. Technology is a described specific sequence of actions. And developing technologies is the process of developing a useful habit of this sequence, in the sense that all actions should be brought to automaticity. In management technologies, in addition to describing all business processes, special attention must be paid to a clear division of powers between departments at the junction of areas of responsibility, and to a description of actions in emergency situations. We must remember that any technology, even the worst one, is always better than none.

It's time to start creating a system of continuous personnel training and continuous improvement of the enterprise management structure. The most effective training is self-education with the help of books, articles, and other sources of information and the transfer of knowledge from more experienced mentors to less qualified ones within the enterprise.

If possible, it is a good idea to invite external specialists to “exchange experiences.” It is advisable for employees to attend seminars only if these seminars are aimed at obtaining additional knowledge, studying new laws, technologies, and so on, and not at trying to teach new methods of applying existing knowledge.

Any seminars and trainings that teach some new “super-effective” techniques for working with clients, or organizing your work time, and so on, work, at best, for several weeks, then a decline follows and everything returns to normal. The only possible way out is to have a “permanent” own coach, otherwise it’s “money down the drain.”

The learning process is greatly facilitated by the opportunity for a free, reasoned discussion of current tasks by all interested employees. The free exchange of opinions not only enriches each employee with new knowledge, but also involves him in the process of making management decisions and increases his responsibility.

As for improving the management system, the launched mechanism for advanced training, and the process of involving employees in enterprise management, will create conditions for the constant introduction of natural changes both in the management structure and in the rules of interaction of all structures. A good leader will only have to follow the proposed trends.

And finally, the last thing is the formation of a business-like, respectful, friendly psychological climate in the team. Here there is no limit to the wild imagination of managers. This may include management “games”, and various types of motivation, especially intangible ones, and competitions, and rules of behavior, and joint events, and so on. The most important thing is not to forget about observing the principle of social justice: the rules and laws are the same and binding on everyone.

Speaking about production culture, one cannot help but recall aesthetics, harmony, and beauty, finally. Yes, any production should be beautiful. Industrial beauty may be a specific thing, but it exists and is formed by everything that was listed above: cleanliness, order, equipment, technologies used, discipline, and so on. The beauty of production is a kind of visual indicator of the level of culture at the enterprise. It’s just a pity that not all managers understand this.

Process management. Ensuring production culture at the enterprise

PREFACE

This standard establishes requirements that ensure a high production culture at the enterprise.

The standard was developed by the BUSK service.

Introduced for the first time.

• Application area
• Normative references
• Definitions
• Notations and abbreviations
• General provisions
• Ensuring production culture
• Checking the state of production culture
• Inspections to assess the maintenance of equipment and to assess the level of labor safety
• Appendix A Placement of information on precinct (brigade) stands
• Appendix B “Certificate for assessing the state of production culture”
• Appendix B “Report on the results of assessing the production culture at the control inspection enterprise”
• Appendix D “Form of the certificate of inspection of the condition of equipment
• Appendix D “Help for assessing the security level
• Appendix E “Form of the logbook for recording climate parameters”

1 area of ​​use

This standard establishes requirements to ensure the high production standards necessary to achieve compliance with product requirements.

Compliance with the requirements of the standard is mandatory for all divisions (services) of the enterprise.

2 Normative references

• GOST 12.0.004-94 System of occupational safety standards. Organization of occupational safety training. General provisions.
• GOST 12.1.005-88 System of occupational safety standards. General sanitary and hygienic requirements for the air in the working area
• GOST 12.4.026-76 System of occupational safety standards. Signal colors, safety signs and signal markings. Purpose and rules of use. General technical requirements and characteristics. Test methods
• GOST 12.1.030-81 System of occupational safety standards. Electrical safety. Protective grounding, grounding.
• GOST 12.1.033-81 System of occupational safety standards. Fire safety. Terms and Definitions
• GOST 12.1.050 System of occupational safety standards. Methods for measuring noise in workplaces
• SNiP 23-05-95 Sanitary norms and rules
• SNiP P-4-79 Lighting of workplaces and production premises.
• Enterprise standard. QMS. Process management. Organization of operation, scheduled preventive maintenance and repair of equipment
• Enterprise standard. QMS. Process management. Organization of operation, scheduled preventative maintenance and repair of electrical power equipment.
• Enterprise standard. Production system. Procedure for carrying out 5S.

3 Definitions

The following terms and definitions are used in this standard:

• Quality Management System— a management system for directing and managing an organization in relation to quality.
• Safety- a condition in which the risk of harm to people or damage is limited to an acceptable level.
• Examination— confirmation through examination and provision of objective evidence that the established requirements have been met.

4 Symbols and abbreviations

• BUSK— quality system management bureau
• BROES— electronic systems repair and maintenance bureau
• KD- design documentation
• KB— safety factor
• CDP— department of chief technologist
• OGK— chief designer department
• OGE— department of the chief power engineer
• OGM- chief mechanic department
• OGMeter— department of the chief metrologist
• OMTS— logistics department
• OM- marketing department
• OZiS— purchasing and sales department
• OHS— department of labor organization and wages
• PDB– planning and dispatch bureau
• PB- safety regulations
• QMS- Quality Management System
• SNiP— sanitary norms and rules
• TB— safety precautions
• TD— technological documentation
• TP- technological process
• UV— specific gravity
• UBT— level of labor safety

5 General provisions

5.1 A high production culture, a culture of maintaining workplaces, production, household and auxiliary premises is one of the main conditions for safe, highly productive work.

5.2 A high production culture generally consists of:

• technical culture;
• work culture;
• personal culture of employees;
• culture and aesthetics of premises.

5.2.1 Technical culture is determined by the level of mechanization and automation of production processes, the introduction of advanced technology, the level of organization and degree of production reliability, and product quality.

5.2.2 The work culture at the enterprise is determined by the scientific organization of work, sanitary and hygienic working conditions in production and auxiliary premises, the introduction of industrial aesthetics, compliance of production equipment, ergonomic requirements and a high level of labor safety.

6 Ensuring production culture

A high production culture is ensured by the enterprise’s activities in organizing workplaces, introducing advanced equipment and progressive technology, fulfilling the requirements for production premises and safety regulations, fire prevention measures, industrial sanitation and labor protection measures.

6.1 Requirements for organizing workplaces

6.1.1 The organization and layout of workplaces must ensure a rational labor process, high labor productivity, quality of work and safety.

6.1.2 Each workplace must be assigned a certain type of equipment, tools, devices, technological equipment, materials, documentation that is necessary for work, in accordance with technological processes, to create conditions for safe, highly productive work when performing technological operations.

6.1.3 All organizational and technical equipment must meet the requirements of safety regulations, technical aesthetics, its color and saturation contribute to a clear distinction of individual functional parts and reduce fatigue of the worker’s visual perception.

6.1.4 Shops and departments must improve existing and introduce new technological processes taking into account modern achievements of science and technology.

6.1.5 The administration of the units must constantly introduce advanced methods of organizing and managing production, labor and product quality, aimed at:

• increasing labor productivity;
• improving the rhythm of production;
• reduction of non-production costs;
• ensuring a high level of reliability and durability of products.

6.2 Requirements for production premises

6.2.1 Production premises must comply with sanitary and technical standards. The area per workplace must be at least 4.5 square meters, according to standard standards.

6.2.2 Painting of the premises must be done in light colors, in accordance with SNiP 23-05.

6.2.3 The design of production and household premises must be carried out in accordance with the requirements of technical aesthetics and industrial sanitation.

6.2.4. Lighting in the industrial interior must comply with artificial lighting standards for engineering enterprises and provide illumination in accordance with the requirements of sanitary standards SNiP 23-05. When choosing artificial lighting, it is recommended to use fluorescent tubular lamps BS, TBS, according to standard standards.

6.2.5 Landscaping is allowed in production premises.

It is necessary to use decorative deciduous and long-flowering plants.

6.2.6 All workplaces must be maintained in exemplary order and cleanliness.

6.2.7 Wet cleaning of production premises and workplaces is carried out at least 2 times per shift.

6.2.8 Passages and passages in workshops must be kept free and must be marked with yellow stripes of the established form.

6.2.9 Temperature conditions, relative humidity, air speed in production premises, maximum permissible content of harmful substances in the air must be maintained in accordance with the requirements of GOST 12.1.005.

Climatic parameters are recorded daily in logs in the form of Appendix E.

It is allowed to place the list of requirements for climatic parameters clearly separately from the magazine in an accessible place

6.2.10 Requirements for climatic parameters are determined for a specific enterprise.

If personnel do not constantly work in a room (for example, a warehouse), then the standards are established based on the requirements of regulatory and technical documentation for operation and storage.

6.3 Safety precautions and labor protection

6.3.1 All workers at the enterprise must undergo safety instructions and training in accordance with GOST 12.0.004.

6.3.2 At each production site there are instructions on labor protection and safety (labels on labor protection and safety), as well as fire safety signs and fire extinguishing equipment.

6.3.3 All technological and organizational equipment, equipment, lifting mechanisms, fences, protective equipment, tools, electrical equipment must be operated in accordance with safety and fire safety requirements.

6.3.4 Workers must be promptly provided with personal protective equipment and special work clothing, in accordance with standard industry standards.

6.4 Maintaining a high production culture

6.4.1. Maintaining a high production culture is the most important responsibility of every employee of the enterprise and the team as a whole.

6.4.2. Each employee is obliged:

• observe production and technological discipline in accordance with the operating mode at the enterprise;
• Maintain cleanliness and order in the workplace and clean the workplace;
• ensure the safety of equipment, inventory and technical documentation at the workplace in proper form;
• carefully store parts and workpieces, avoid cluttering the workplace;
• ensure the safety and cleanliness of painted surfaces on equipment and columns;
• be responsible for the safety of floors and walls in the workplace area;
• Smoking only in specially designated areas of the workshop;
• store clothes and personal items only in wardrobes.

6.4.3 The administration of the production unit is obliged to ensure compliance with the requirements of this standard to create a high production culture:

• keep all production areas clean;
• require compliance with this standard by all employees of the enterprise;
• ensure the transportation of workpieces and parts around the workshop only in containers, on trolleys (if necessary, with an electric hoist);
• prevent the presence of shavings and debris on walkways and driveways;
• keep passages and passages clear and free of clutter;
• provide workplaces with shelving, bedside tables, reception tables, tablets, work instructions (extracts from technological processes). Work instructions (extracts from technological processes) must be protected with plastic film.

The administration of the unit must install a workshop stand reflecting:

• labor productivity indicators, absenteeism in the workshop by month and year;
• indicators on production culture by teams over the past month;
• quality indicators of manufactured products by product, team, month, year;
• the names of the best workers who have high indicators for the quality of their products;
• dynamics of losses from defects for the department as a whole, for individual parts and products. The dynamics of losses should be discussed in teams and at the workshop quality day;
• the most significant events should be displayed on a stand for public viewing.

The stand should reflect the most pressing quality problem in a given department (or several of the most pressing ones); the problem should not be removed until its relevance is removed.

The stand must contain the factory quality policy approved by management for a given period, as well as the goals of the department or enterprise.

The person responsible for the quality system in the department (service) is responsible for maintaining the quality stand in the department.

6.4.4. The administration of a production unit is obliged to provide each section (team) of its unit with a precinct (brigade) stand.

All current production information, quality information, and information on the composition of the main workers of a particular production site (team) are reflected on the site (team) stands. The placement of information on the stand must comply with the requirements of this standard in accordance with Appendix A. The site foreman is responsible for the placement of information on the stands.

7 Checking the state of production culture in the production department

The state of production culture is assessed by inspections. There are two types of inspections at the enterprise:

1) working,

2) control.

7.1 Work inspection

7.1.1 The purpose of the work inspection is to assess the state of production culture in a specific production unit for compliance with cleanliness standards

7.1.2 The procedure for conducting a work inspection (registration of results) is presented in the STP “Production System. Procedure for carrying out 5S".

7.2 Control inspection

7.2.1 Purpose of the control inspection

1) Checking the state of production culture in a specific department.

2) Identifying problems.

4) Working through problems that cannot be solved by a work inspection.

7.2.2 Composition of the control inspection: Production Director, PDO service specialist, representative of the unit being inspected.

7.2.3 Carrying out a control inspection - once a month.

Issues subject to control when checking the state of production culture by the control inspection:

• availability of established records based on the results of control by the work inspection;
• implementation of activities planned by the work inspection;
• condition of workplaces, workbenches, tables, racks, containers;
• measuring instrument, its storage, use and availability of technical documents at the workplace, instructions, containers for the technical process and other equipment;
• condition of walls, windows, priests, window sills and radiators;
• maintenance of industrial equipment;
• state of safety and fire safety;
• condition of warehouse premises, storage of parts and containers;
• condition of the assigned territory;
• compliance by workers with the daily routine established for the workshop;
• maintaining stands on culture and quality.

7.2.4 The results of the inspection are documented in a protocol (certificate).

(Appendix B) and are transmitted to the head of the unit for information and action.

Based on the results of the inspection (protocol, certificate), a report (Appendix B) is drawn up and submitted to the HR Directorate service to make a decision on material incentives based on the results of assessing the state of production culture. The report is submitted no later than the third day of the month following the reporting month.

8 Inspections to assess the maintenance of equipment and to assess the level of labor safety.

8.1 Assessment of equipment maintenance (operation)

8.1.1 Purpose: Assess the quality of equipment maintenance and operation.

8.1.2 Composition - inspectors and replacements in their absence, persons from among the engineers who are appointed by order on the OGM, OGE.

8.1.3 Conduct:

1) are held on the 5th (6.7), 15th (16.17), 25th (26.27) of each month

2) are carried out in production shops, areas and departments where there is equipment maintained by OGM, OGE services, respectively

Questions to be clarified during the inspection:

• Carrying out monthly maintenance (cleaning, lubrication) in accordance with;
• absence of foreign objects not required by the technological process;
• timely cleaning of chips and their removal from machines;
• no spills, leakage of process fluids, lubricants, chips under the ladder and in the work area;
• cluttering the passages of the technological area (for example, the presence of various containers with workpieces);
• shutdown of equipment during absence of workers;
• use of energy resources for purposes other than their intended purpose; presence of protective covers, casings, fences and screens in regular places.

8.1.4 Results

Based on the results of inspections, acts are drawn up in the form of Appendix D in two copies. One copy is transferred to the audited unit to take measures to eliminate identified inconsistencies.

At the end of the reporting month, the completed reports (indicating the measures taken and the persons responsible) are returned to the person checking the quality of equipment maintenance. These acts are submitted to the HR Directorate service to make a decision on material incentives based on the results of an assessment of the condition of the equipment no later than the third day of the month following the reporting month.

8.2 Assessing the level of occupational safety

8.2.1 The purpose is to assess the quality of occupational safety.

Labor safety control is aimed at timely identification of non-compliance of labor safety in the workplace with the requirements of regulatory legal acts on labor protection, elimination of these violations and prevention of their recurrence in subsequent periods.

The quality of labor safety, expressed as a digital indicator, allows us to assess the completeness of the performance by responsible employees of structural divisions of their functional responsibilities for labor protection, the state and dynamics of the level of labor safety in the structural divisions of the enterprise, and compliance with labor protection requirements individually by each worker.

The level of labor safety when reviewing the department's performance for the month is one of the indicators that is taken into account when calculating bonuses.

8.2.2 Composition - enterprise labor protection engineer

8.2.3 Conduct

8.2.3.1 From the 3rd to the 8th day of the month, a labor safety engineer checks the state of labor protection in all structural divisions of the enterprise and draws up a protocol of comments in which safety factors are established.

The level of labor safety in structural units is assessed by the composition and degree of deviation of actual indicators from the normative ones provided for by the current regulatory documents on labor protection, compliance with which eliminates or minimizes the likelihood of injuries and occupational diseases, contributes to the preservation of human health and performance during work. .

8.2.3.2 Indicators for assessing the level of occupational safety characterize the following main types of work and objects of control:

1) maintenance and operation - production and auxiliary premises, equipment, ventilation devices, lifting and transport vehicles, tools, equipment, removable load-handling devices, fencing, blocking devices, workplaces, passages, driveways, implementation of other measures to ensure labor safety at sites in accordance with regulatory requirements;

2) safe storage, transportation, use of hazardous and harmful substances;

3) organizing training for subordinate personnel according to programs approved by the enterprise, as well as timely certification and testing of knowledge of personnel serving high-risk facilities;

4) use of labor of women and persons under 18 years of age;

5) safe organization and performance of work of special danger;

6) provision of workers, taking into account working conditions, with detergents and disinfectants (soap, preventive ointments, etc.), milk, drinking water supply;

7) availability, serviceability and correct use of individual and collective protective equipment;

8) availability of a first aid kit, completeness and compliance of emergency aid equipment with the approved list;

9) availability of fire extinguishing means, compliance with expiration dates, placement rules;

10) timely reporting of injuries at work and implementation of measures to eliminate the causes of injuries within the time frame established by the investigation acts;

11) timely development, approval, revision of labor protection instructions for blue-collar professions and types of work used in the department, their availability in the workshop and at workplaces in accordance with regulatory requirements

12) the effectiveness of visual propaganda and information provision of workplaces, areas and premises with labor protection materials (posters, instructions, signal colors, safety signs, etc.), aesthetics of the working environment

13) proactive development of means and methods to ensure a higher level of occupational safety.

8.2.4 Results

A protocol with safety coefficients with agreement on the timing for eliminating comments is issued by the labor protection engineer to the heads of departments no later than the 10th day of the reporting month.

The deadline for eliminating violations that require material costs or significant investment of working time is set at a monthly meeting with the technical director. Such violations are taken into account again after the expiration of the designated period.

A monthly meeting with the technical director on occupational safety issues is held from the 25th to the 31st of the month.

Calculation of safety standards is carried out in each structural unit on a monthly basis based on data on injuries, reports of inspection of the state of labor protection and the implementation of measures, orders, instructions aimed at ensuring labor safety, instructions of the labor protection engineer, state supervisory authorities and other regulatory documents on labor protection.

The calculation of the safety standards is drawn up in the form of a calculation table by the head of the structural unit and the labor protection representative of the trade union or a representative of another body authorized by the employees and agreed with the labor protection engineer of the enterprise.

The calculation of safety standards is carried out in accordance with subsection 8.2.5 “Assessment of the level of occupational safety”. The calculation table of the labor safety level must be submitted by the head of the department to the labor protection engineer no later than the 1st day of the month following the reporting month.

In case of failure to submit the calculation table within the specified period, the calculation is made by a labor protection engineer.

In this case, the head of the department receives a 5% reduction in bonus.

The labor safety engineer, no later than the 3rd day of the month following the reporting month, transmits information (certificate in the form of Appendix G) about the 6th level of labor safety to OHS for inclusion of the safety and health indicators in the assessment of the performance of structural units to calculate the amount of the bonus for the reporting period.

8.2.5 Assessing the level of occupational safety

8.2.5.1 Each of the indicators listed in clause 8.2.3.2 has a different impact on the formation of injury risk.

The degree of this influence is represented by a certain conventional value, the safety factor (SF).

KB has a negative value (KBo) if the indicator it characterizes does not comply with regulatory requirements and a positive value (KBp) if it is due to additional efforts of the structural unit to improve conditions and increase labor safety.

Based on the KB values ​​established during labor safety monitoring in the reporting period, the occupational safety level (OSL) can be calculated for each structural unit, characterizing the quality of occupational safety using the formula:

UBT=P (1-KBo+KBp)

Where KBo.and KBp are the sums of safety coefficients, characterizing, respectively, identified violations of safety rules and additional work of departments to improve labor protection;

P is a coefficient characterizing the organizational and technical complexity of production in a structural unit, the labor intensity and risk of injury of this production.

The KB value for assessing each labor safety indicator is determined as the product of the number of identified violations of safety rules (FS) by the proportion of these violations.

Similarly, KBp is defined as the product of the number of additional measures to improve labor conditions and safety by their specific gravity (SG). The specific gravity values ​​are taken according to individual data accepted at the enterprise.

8.2.5.2 The level of labor safety for sections, bureaus is determined by the heads of workshops (departments) in accordance with clause 8.2.5.1, using labor safety control data.

8.2.5.3 The value of the coefficient P for various structural divisions is adopted separately at the enterprise.

8.5.2.4 Occupational safety coefficients with a negative value (OSF) are taken into account again in subsequent reporting periods if the labor safety violations that determine them are not eliminated.

If the violation is not eliminated for an unjustifiable reason, then the value of the specific gravity of the violation (SG) doubles.

In case of repetition of the same violation or a similar one during a calendar year, the value of the specific gravity of this violation (SG) doubles.

The completed calculation tables for determining the level of occupational safety are stored by the occupational safety engineer and he monitors compliance with the requirements of this provision.

The state of production culture in the production divisions of the plant is assessed using a 100-point system in accordance with the indicators specified in Appendix B. The target indicator for production divisions is set monthly by order of the production director. When the brigade reaches the target for the month, the brigade workers are paid a bonus of 2%. If there are critical comments, the bonus to team workers is reduced by 0.5% for each comment. A critical remark is considered to be any violation of the requirements of STP, regulations, instructions, technological and design documentation operating within the framework of the enterprise’s QMS.

When all department teams achieve the target indicator, all employees of the department are paid a bonus of 2%.

Federal Agency for Education
Ural State Economic University

Test
Discipline: “Occupational Safety and Safety”
Topic: 4 “Analysis of the state and improvement of the culture of the production environment”

Performer: 4th year student
correspondence faculty
specialties
"Labor Economics"
Mineeva M.R.

Checked:

Ekaterinburg 2011

1. Labor production culture at enterprises and its impact on improving quality and reducing product defects………………….………………………3
2. Analysis of the color design of industrial and domestic areas and equipment of the enterprise…………………………………………………… ……….4
3. Analysis of landscaping of production and residential areas, workshops and enterprise territory……………………………………………… ………….6
4. Analysis of lighting of workshops and workplaces. Analysis of visual morbidity associated with insufficient lighting levels in workplaces………...8
5. Identification of aesthetically unfavorable areas and workplaces………12
6. Measures for landscaping the territory (including workshop premises), color design, lighting of production premises. Calculate the expected economic efficiency of measures to improve production culture…………………………………….14
References………………………………………………………………………………22

1. The culture of labor production at enterprises and its impact on improving quality and reducing product defects.
The culture of labor production is a set of means, methods, guidelines, samples and norms of behavior inherent in a certain group of people engaged in joint labor activities. 1
Work culture is determined by the cultural level of the employee, his professionalism, education, competence, adherence to discipline (labor and technological), work norms and rules, his attitude to work, diligence, creativity, forms of communication with other people.
To check and evaluate the work culture at enterprises, central commissions and working subcommittees are created. The central commission includes representatives of the party, trade union and Komsomol organizations, employees of the safety department, the medical department, the medical unit, and leading specialists. At meetings of trade union committees of departments, shop commissions are approved to check production standards. It is advisable for the shop commission to check the production culture of the unit at least once a week. Daily monitoring of the condition of workplaces is carried out by members of the workshop commission according to the schedule.
There is a quality management system that is aimed at increasing the level of design and technological preparation of production, increasing the level of qualifications of specialists, and mastering the production of new products with the planned level of quality. The main objective of the system is a more thorough design and technological development of products during the preparation of their production through the development of research experimental bases, increasing design and technological unification. Aspects of this system - raising the level of workers and the production process itself are included in the concept of work culture. That is, improving product quality and reducing defects can be achieved by increasing the level of labor production culture.

2. Analysis of the color design of industrial and domestic areas and equipment of the enterprise.
Some colors irritate a person, others calm them down. For example, the color red is exciting, hot, and evokes a conditioned reflex in a person aimed at self-defense. Orange is perceived by people as hot; it warms, invigorates, and stimulates activity. Yellow is warm, cheerful, and puts you in a good mood. Green is the color of peace and freshness, has a calming effect on the nervous system, and in combination with yellow has a beneficial effect on mood. Blue and cyan colorsfresh and transparent, seem light and airy. Under their influence, physical stress decreases, they can regulate the rhythm of breathing and calm the pulse. Black color is gloomy, heavy, and dramatically lowers your mood. White color is cold, monotonous, and can cause apathy.
Based on characteristic associations, the use of color in production is justified. It is carried out in two directions: the creation of a psychophysiologically favorable rational color design of production premises (including equipment) and the use of color as a means of orientation in the production environment, a coded information carrier. The scientifically based use of color in the design of industrial premises reduces fatigue and improves productivity. The use of color as a coded carrier of information about hazards makes it possible to prevent accidents at work.
The basic rules for the color design of industrial premises are as follows: any industrial premises should be light; walls and ceilings should be painted in light colors with relatively low saturation and a high reflectance. It is also necessary to use contrasts between warm and cold tones (if the walls are painted in warm colors, then the equipment is in cold colors, and vice versa). The color scheme for the interior decoration of the room must correspond to the climate zone, orientation to the cardinal points, features of the technological process, etc. Lighting and color design of industrial premises, with the right solution and successful combination, have a beneficial effect on a person’s mood and performance, an increase in labor productivity and a reduction in the number and severity of industrial injuries.
It is necessary to pay attention to the decorative and artistic design of the office. It must be equipped with maximum working comfort and aesthetic expression. For correct color design, you should be guided by the standards SN 181–70 “Guidelines for the design of color finishing of the interior of industrial buildings of industrial enterprises.”
A number of colors have the ability to visually change the shape of individual objects and the spatial size of the room. For example, so-called cool tones (dark and saturated colors with a predominance of blue) have the ability to “remove” and “reduce” the surface painted in these colors. Warm tones (with a predominance of red and yellow), on the contrary, seem to “bring closer” the surface painted in such tones. These properties of various color tones underlie the rational color design of industrial premises and equipment of industrial enterprises. For example, for unheated and cold rooms of industrial buildings, it is advisable to paint them in warm colors with a predominance of red and yellow. It is recommended to paint production premises of workshops with high heat generation in cool blue-green colors.

3. Analysis of landscaping of industrial and domestic areas, workshops and the territory of the enterprise.
The main functions of green spaces can be called:

sanitary and hygienic;
recreational;
decorative and artistic.

Air purity is characterized by negatively charged ions, since the carriers of positively charged ions are ions of smoke, vapor, and dust that pollute the air.
An essential qualitative feature of the oxygen produced by green spaces is its saturation with ions that carry a negative charge, which is where the beneficial effect of vegetation on the state of the human body is manifested. The number of light ions in 1 cm 3 of air above forests is 2000-3000, in an industrial area? 200-400, in a closed, crowded room? 25-100. Thus, an increase in the number of plantings on an industrial area and in interior spaces helps to improve air quality, which is important given the high degree of pollution at industrial facilities.
Air ionization is affected by both the degree of greening and the natural composition of plants. The best air ionizers are mixed coniferous and deciduous plantings. Pine plantations only in maturity have a beneficial effect on its ionization, since due to turpentine vapors released by young weeds, the concentration of light ions in the atmosphere decreases. Volatile substances from flowering plants also contribute to an increase in the concentration of light ions in the air. The ones that most contribute to increasing the concentration of light ions in the air are white acacia, Karelian birch, red and English oak, white and weeping willow, silver and red maple, Siberian larch, Siberian fir, rowan, common lilac, black poplar.
The sanitary and hygienic properties of plants also include their ability to release special volatile organic compounds called phytoncides, which kill pathogenic bacteria or delay their development. These properties become especially valuable in city conditions, where the air contains 10 times more pathogenic bacteria than the air in fields and forests.
Insufficient landscaping on the enterprise premises leads to increased noise pollution.
Noise not only injures, but also depresses the psyche, destroys health, reducing a person’s physical and mental abilities. Studies have shown that the nature of the disturbances in the functions of the human body caused by noise is identical to the disturbances caused by the action of certain toxic drugs.
Different plant species have different noise protection abilities. According to research, coniferous species (spruce and pine) compared to deciduous species (trees and shrubs) regulate noise better. As you move 50 meters away from the highway, deciduous tree plantations (acacia, poplar, oak) reduce the sound level by 4.2 dB, deciduous shrubs by 6 dB, spruce by 7 dB and pine by 9 dB.
Studies have shown that hardwoods can absorb up to 25% of sound energy, and reflect and dissipate 74% of it. The best conifers in this regard are spruce and fir; from deciduous? linden, hornbeam and others.
The noise protection function to a certain extent depends on landscaping techniques. Single-row planting of trees with a hedge of bushes 10 meters wide reduces the noise level by 3-4 dB; the same planting, but a two-row planting 20-30 meters wide - by 6-8 dB, a 3-4-row planting 25-30 meters wide - by 8-10 dB, a boulevard 70 meters wide with row and group planting of trees and shrubs - by 10-14 dB; multi-row planting or green area 100 meters wide - by 12-15 dB.
A high effect of noise protection is achieved by placing green spaces near sources of noise and at the same time the protected object.
Plants not only fulfill their biological and ecological function; their diversity and colorfulness always “pleases the eye” of a person. A change of environment after long, monotonous work helps relieve physical stress and calm the nervous system. The green color of the plantings especially contributes to this.

4. Analysis of lighting of workshops and workplaces. Analysis of visual morbidity associated with insufficient lighting in workplaces.
There are several types of indoor lighting 2. Highlight:

natural lighting, which can be lateral - carried out through light openings in the external walls, top - through aeration and skylights,openings in the roof and ceilings, combined - a combination of side and top lighting;
artificial lighting, which comes in two types - general and combined. The general lighting system is used in rooms where the same type of work is carried out throughout the entire area (foundry, welding, galvanizing shops), as well as in administrative, office and warehouse premises. If, when performing precise visual work, the equipment creates shadows or the working surfaces are located vertically, then local lighting is used. The combination of local and general lighting is called combined.

The main task of industrial lighting is to maintain illumination in the workplace that corresponds to the nature of visual work. Increasing the illumination of the working surface improves the visibility of objects by increasing their brightness, increases the speed of distinguishing parts, which affects the growth of labor productivity. But increasing productivity by increasing lighting has its limit, after which labor efficiency remains at the same level. This limit depends on the type of activity. For example, on a car assembly line it is 100 lux.
When organizing industrial lighting, it is necessary to ensure uniform distribution of brightness on the working surface and surrounding objects. Shifting your gaze from a brightly lit to a dimly lit surface forces the eye to re-adapt, which leads to visual fatigue and a decrease in work efficiency. To increase the uniformity of natural lighting, combined lighting is used. Light coloring of walls, ceilings and equipment promotes uniform distribution of brightness in the field of vision of the worker.
The characteristics of visual work are determined by the smallest size of the object of discrimination (for example, when working with instruments? the thickness of the scale graduation line, when drawing? the thickness of the thinnest line). Depending on the size of the object of discrimination, all types of work associated with visual tension are divided into eight categories, which in turn, depending on the background and the contrast of the object with the background, are divided into four subcategories.
Artificial lighting is standardized by quantitative (minimum illumination E min) and qualitative indicators (indicators of glare and discomfort, illumination pulsation coefficient kE). Separate standardization of artificial lighting has been adopted depending on the light sources used and the lighting system. The standard illumination value for gas-discharge lamps, all other things being equal, is higher than for incandescent lamps due to their greater light output. With combined lighting, the share of general lighting should be at least 10% of the standardized illumination. This value must be at least 150 lux for gas-discharge lamps and 50 lux for incandescent lamps. To limit the glare of general lighting fixtures in industrial premises, the glare indicator should not exceed 20 - 80 units, depending on the duration and level of visual work.
When lighting industrial premises with gas-discharge lamps powered by alternating current of industrial frequency 50 Hz, the pulsation depth should not exceed 10 - 20%, depending on the nature of the work performed. When determining the standard of illumination, one should also take into account a number of conditions that necessitate an increase in the level of illumination, selected according to the characteristics of visual work. An increase in illumination should be provided, for example, when there is an increased risk of injury or when performing intense visual work of grades I - IV throughout the working day. In some cases, the illumination level should be reduced, for example, when people stay indoors for a short time.
Natural lighting is characterized by the fact that the created illumination varies depending on the time of day, year, and meteorological conditions. Therefore, a relative value was adopted as a criterion for assessing natural lighting - the coefficient of natural illumination KEO, which does not depend on the above parameters. KEO is the ratio of illumination at a given point inside the room Evn to the simultaneous value of external horizontal illumination En, created by the light of a completely open sky, expressed as a percentage, i.e. KEO = 100 E in / E in. Separate standardization of KEO for side and top natural lighting has been adopted. With side lighting, the minimum KEO value within the working area is normalized, which must be ensured at points farthest from the window; in rooms with overhead and combined lighting - according to the average KEO within the working area.
The normalized value of KEO taking into account the characteristics of visual work, the lighting system, the area where buildings are located on the territory of the country e n = KEO ts, where KEO is the coefficient of natural illumination 3; t is the light climate coefficient, determined depending on the area where the building is located in the country; c is the climate sunshine coefficient, determined depending on the orientation of the building relative to the cardinal points. Combined lighting is allowed for industrial premises in which visual work of categories I and II is performed; for industrial premises built in the northern climatic zone of the country; for premises in which, according to technology, it is necessary to maintain stable air parameters (areas of precision metalworking machines, electrical precision equipment). In this case, general artificial lighting of the premises should be provided by gas-discharge lamps, and lighting standards are increased by one step.
There are several vision diseases associated with insufficient lighting in the workplace.
Progressive myopia, or myopia, is the most common eye disease. Occurs when there is insufficient illumination of the workplace, prolonged work with small objects, when working with computer equipment (prolonged eye strain makes blinking less frequent, which dries out the cornea, worsening its elasticity). A complication is that without corrective glasses the patient is forced to work at close distances from objects, which can cause strabismus. With myopia, vision deterioration is observed, in severe cases - degenerative changes in the choroid and retina of the eye. Measures to prevent vision loss include organizing the workplace, alternating work and rest, and using glasses.
Asthenopia (visual fatigue) can occur when unfavorable factors influence the activity of one or both apparatuses. To a much greater extent this applies to the oculomotor system.
A decrease in the performance of the motor system when moving the gaze from one object to another at various distances, or observing moving objects occurs if visual work takes place in low light conditions.
Symptoms of visual and sometimes general fatigue manifest themselves in subjective sensations: when reading or looking at objects at close range, small details begin to “blur”, letters and lines sometimes “fog up”, there is a stinging and aching pain in the eyes, pain in the temples, appears photophobia.

5. Identification of aesthetically unfavorable areas and workplaces.
The workplace is the primary link in the production and technological structure of the enterprise, in which the production process, its maintenance and management are carried out. The efficiency of using labor itself, tools and means of production and, accordingly, labor productivity, the cost of output, its quality and many other economic indicators of the functioning of the enterprise largely depend on how workplaces are organized.
Each workplace has its own specific characteristics associated with the peculiarities of the organization of the production process and the variety of forms of specific labor. The state of workplaces and their organization directly determine the level of labor organization in the enterprise. In addition, the organization of the workplace directly shapes the environment in which the employee is constantly located at work, which affects his well-being, mood, performance and, ultimately, labor productivity.
The organization of the workplace is a material basis that ensures the efficient use of equipment and labor. To achieve this, technical, organizational, economic and ergonomic requirements are imposed on the workplace.
Ergonomic requirements take place when designing equipment, technological and organizational equipment, and workplace layout. This also includes aesthetic factors - architectural and planning solutions of the interior and exterior, aesthetically expressive shape and color of work equipment, workwear, appropriate design of recreation areas, etc.
Ergonomics studies the influence exerted on the functional state and performance of a person by various factors in the working environment. The latter are taken into account when designing equipment, organizational and technological equipment, and when justifying the layout of workplaces. The correct layout should include, first of all, such placement of the employee in the workplace area and such an arrangement of objects used in the work process in it that would provide the most comfortable working posture; the shortest and most convenient movement zones; the least tiring positions of the body, arms, legs and head during long repetition of certain movements. Secondly, the influence of aesthetic indicators is studied.
In the system of measures for organizing a workplace, its aesthetics are of significant importance. When designing workplaces, a distinction is made between external and internal aesthetics. External consists in its appearance in relation to adjacent workplaces in the department, to the workplace of the manager (foreman, foreman, head of department, etc.), to passages, passages, driveways, entrances. It is advisable to carry out the design of external aesthetics for all workplaces included in the department at once. The initial data for such a layout is the production area allocated for the location of the department’s personnel.
In this case, one should be guided by building codes and regulations, sanitary design standards, and labor safety standards.
The internal aesthetics of the workplace is the placement of technological equipment and tools in the work area, tool cabinets and bedside tables, the correct arrangement of workpieces and parts in the workplace. It should provide a comfortable working posture, short and low-fatigue movements, uniform and, if possible, simultaneous performance of labor movements with both hands.
The internal aesthetics of the workplace should provide such an operational space in which the worker can freely form work zones, taking into account the reach zones for various working postures, both in the horizontal and vertical planes.
In this case, it is necessary to take into account the adopted building modules, established norms of distances between equipment and building elements depending on the size and type of equipment, sanitary and hygienic standards, safety standards, and anthropometric data about the performers.

6. Measures for landscaping the territory (including workshop premises), color design, lighting of production premises. Calculate the expected economic efficiency of measures to improve production culture.
Landscaping work, as a rule, includes landscaping (including planting flower beds, laying out lawns), paving paths, equipping parking lots, installing benches, fences, fountains, etc.
As a result of landscaping work, the organization forms improvement objects, which, depending on their purpose, relate either to external improvement objects or to fixed assets used by the organization to carry out its main activities. When landscaping enterprises, the territory should, if possible, be fenced with green spaces. It is advisable to separate the economic part of the yard from the production part, which is directly related to the production premises (supplying workshops with raw materials and issuing finished products). The territory of the enterprise must be covered with asphalt or paved, especially the part adjacent to the production and warehouse premises. The unpaved and unreplaced part of the territory must be landscaped. Enterprises are provided with water from a central source of drinking water supply and are equipped with an extensive water supply network. Sometimes it is advisable to use two water supply systems - drinking and technical.
Businesses must be drained; if there is a city sewer, they join the latter. On the territory of sewer enterprises, it is necessary to equip sewer latrines, and on the territory of non-sewered enterprises, tightly closed latrines with a waterproof cesspool. Enterprises must have special containers for collecting waste that are waterproof and inaccessible to flies and rodents, as well as transport for systematic removal of waste from the territory of the enterprise. The dry waste bin must be made of waterproof material and have a tight seal. The yard restroom, trash can and waste box must be installed in the utility yard of the enterprise, at a distance of no closer than 20–25 m from the production premises.
The socio-economic efficiency of territory improvement measures is characterized by a system of general and specific indicators 4 .
General indicators that are common to all improvement projects include:
1) national economic discounted economic effect (integral income, discounted, economic effect (Hereinafter, the term “efficiency” refers to the whole complex of basic indicators characterizing socio-economic and socio-ecological results);
2) net present value;
3) payback period;
4) profitability index (profitability index, profitability, efficiency of capital investments).
To evaluate projects, other indicators are used that reflect industry and functional specifics, the parity of which may change. Determining general indicators requires calculating a number of partial indicators.
etc.................

At a superficial glance, there are flowers in the workshop, parts neatly laid out, workers in clean overalls. In fact, this concept is much deeper and more multifaceted. We are talking about this with the Deputy General Director of OJSC Krasnoye Sormovo Plant for Quality, Head of the Quality Department Yuri Nikolaevich GRACHEV.

Components of production culture

Components production culture at the enterprise are as follows: technological and performance discipline, professional and educational level of personnel, technological preparation of production. And decent wages: a hungry, poorly dressed worker does not care about production culture - he has other problems in his head.

One of the main parameters of production culture is technological discipline. The performer - the employee - is obliged to do everything in strict accordance with the requirements: precisely with those tools, on the equipment, with those techniques that are written down in the technological process.

Another component is the technological preparation of production and its equipment. The technological process includes equipment, fixtures, tools, and workplace requirements. But that's not all. This has become especially clear now that the company employs several subcontractors. For example, some section of a dry cargo ship is being assembled: a sheet is laid out, a set is installed, they need to be set out, pressed in, assembled, and put on tacks. What do we use for this? Sledgehammer, wedge, weight. And they have a jack and a small winch. So compare: what to swing with a sledgehammer, and what to press with a jack. Or another thing: we make all the markings with chalk. Or you can use an ordinary marker. Chalk, unlike a marker, must be washed off, since paint does not adhere to it.

The General Director of OJSC Krasnoye Sormovo Plant instructed the technological services to adopt everything valuable from companies that operate at a fairly high level of production culture, and to introduce into our technological documents the equipment of production with advanced shipbuilding technologies.

Professionalism, salary, training

Now about professionalism. These are qualifications and production experience. A person must be trained and be able to practice what he has been trained to do. In Soviet times, every young worker or young specialist was assigned a mentor-in-chief, who passed on his rich production experience to him. Today, due to financial difficulties, the traditions of mentoring and continuity have weakened so much that there is a fear of losing them. An alternative to the mentoring system today is that “golden reserve”, those personnel workers of enterprises that work on serious commission orders. Unfortunately, young people are in no hurry to replace them. Even in our quality department, more than 15 percent are people of retirement age; over the past 7-8 years, newly hired young specialists can be counted on one hand.

And about the salary. It should be such that the employee can be asked. In the 70s, a movement was born for the titles “Excellent Quality Worker”, “Excellent Quality Team”, “Excellent Quality Team”, and a movement for the right to work with a personal mark by proxy of the quality control department. The Regulations spelled out the requirements for both the worker’s appearance and his workplace. This was also financially stimulated.

And today, if the shop manager understands the importance of the issue and finds an opportunity to somehow stimulate this movement, he uses this lever and the level of production culture increases, and the quality of the work and products of the plant improves.

Good technological preparation of production, equipping with modern equipment, the latest technologies, personnel training - always means money. The plant was certified to the requirements of international standards according to the latest version - this also required certain investments and costs. One of the main requirements of the international quality system is to maintain the production culture at the proper level in all divisions of the joint-stock company.

A person’s personal internal culture directly influences production culture. Such a person simply cannot work poorly. Even if they put pressure on him, force him to “run and run,” he says: I will do as the documentation, my qualifications, my professionalism, my work conscience require.

And there are many such people at the plant.

In matters related to production culture, the “Special equipment” division (shop MS-1), where 7 mechanics and 12 machine operators work with the right of personal branding, can serve as an example at JSC Krasnoye Sormovo Plant today. According to the Regulations, these workers are financially encouraged (10 percent of wages).

Margarita Finyukova

02/01/2017 11:00 INDICATORS OF OCCUPATIONAL SAFETY CULTURE AS A CRITERION FOR ASSESSING THE STATE OF PRODUCTION SAFETY AT OIL AND GAS ENTERPRISES IN RUSSIA AND ABROAD

The article provides a comparative analysis of labor safety culture indicators (OSC) of foreign and Russian companies in the oil and gas sector in 2010–2014. and the dynamics of changes in indicators (CBT) during the specified period were studied. Based on the analysis, it was concluded that the assessment of industrial safety indicators is a convenient and objective method for determining the general state of industrial safety of a company. It has been established that, in comparison with foreign and Russian companies, PJSC Gazprom occupies a stable position, developing areas of work that create a high level of industrial safety.

Keywords: OIL AND GAS ENTERPRISES, OCCUPATIONAL SAFETY, EVALUATION CRITERIA, OCCUPATIONAL SAFETY CULTURE.

UDC 658.382.3:622.279
S.G. Ivenkov, PJSC Gazprom (St. Petersburg, Russian Federation), [email protected]
A.V. Terebnev, Gazprom VNIIGAZ LLC (Moscow, RF)
HE. Emelyanov, Gazprom VNIIGAZ LLC
I.N. Pimenova, Gazprom VNIIGAZ LLC

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PJSC Gazprom is the world's largest oil and gas company. The number of personnel in 2014–2015, according to data, amounted to more than 400 thousand people. Ensuring industrial safety in such a large company is a top priority. To achieve this, the state of the production environment is regularly monitored and assessed. Currently, the requirements for ensuring safe working conditions and stay of personnel at Gazprom PJSC facilities have been met, and the most comprehensive set of effective measures to improve working conditions has been introduced. The task of ensuring the safety of personnel's production activities by preventing the possibility of incidents and accidents comes to the fore.

An innovative system for monitoring the level of industrial injuries in Russia is the OBT system, the main goal of which is to prevent the risk of accidents and accidents and thereby ensure zero injury rates (“Goal is zero”).

This task is relevant for PJSC Gazprom, where high-tech production complexes are widely used, the operation of which requires careful selection of highly qualified personnel with a high degree of personal responsibility. Failure of employees to comply with industrial safety requirements and a lack of understanding of the importance of organizing labor safety in the enterprise as a whole increases the risk of emergency situations, which, as a rule, develop rapidly. The main cause of accidents is failure to comply with personal safety measures and violation of production discipline.

The international organization IAEA defines the concept and basic concepts of occupational safety and health in the standard: “Occupational safety culture is such a set of characteristics, characteristics of activities and relationships in organizations and the behavior of individuals, which establishes that safety issues, as having the highest priority, are given attention based on their significance. The goal is to ensure the right of every worker to safe and healthy working conditions through a clearly defined system of knowledge, rights, responsibilities and duties in which the principle of prevention has the highest priority.” In other words, this is a culture of behavior when an employee follows all instructions and rules at a time when no one is watching him, i.e. a culture of complete rejection of violations in the field of labor protection and industrial safety at all levels of the company.

The fundamental elements of the occupational safety and health concept are: components (a set of characteristics that shape the safe behavior of workers and managers), indicators (tools for “blind” surveys of workers with subsequent assessment of the state of working conditions, characteristics of the work performed, industrial safety, etc.) and occupational safety indicators. The company's operational safety level is determined through a comprehensive assessment of the components, indicators and performance indicators.

In Russia, IBT indicators include:

• injury frequency coefficient (Kh), expressing the number of accidents at work per 1000 workers, and determined by the formula

K h = A 1000/R, (1)

where A is the number of injuries during the reporting period; P – average number of employees of the enterprise;

• injury severity coefficient (K t), expressing the number of days of incapacity per 1 NS:

where C is the total number of working days lost during the reporting period due to temporary
disability caused by NS;

• injury loss coefficient (Kp), used to assess direct economic damage to an enterprise from industrial injuries with temporary disability:

K p = K t ·K h (3);

• period of work without injury (T b):

T b = 270/A 1, (4)

where A 1 is the number of injuries of the category under consideration that caused loss of ability to work for one day or more during the reporting period equal to one calendar year;

• coefficient reflecting the number of emergency workers with disabilities and deaths (%):

Ksi = C 1 –100/l, (5)

where C 1 is the number of cases with fatal and disabled outcomes; l – total number of accidents;

• coefficient (K m) used to estimate the economic costs of one pump system:

K m = M/A 2, (6)

where M is the material costs incurred by the employer as a result of the accident for the reporting period; A 2 – the number of recorded accidents that caused loss of ability to work for one day or more during the reporting period.

Abroad (in the USA and the EU), ICB indicators include:

• LTIFR (Lost Time Incident Frequency Rate) coefficient, expressing the frequency of incidents with temporary loss of ability to work:

LTIFR = N·1000,000/ T, (7)

Where N – number of lost time accidents; T – number of man-hours worked;

• TRFR (Total Recordable Frequency Rate) coefficient, expressing the frequency of all recorded incidents:

TRFR= N 1 1000 000/ T, (8)

Where N 1 – number of all recorded incidents;

• LTIR (Lost Time Incidence Rate) coefficient, expressing the level of lost time incidents:

LTIR = N·200,000/ T (9);

• TRIR (Total Recordable Incident Rate) coefficient, expressing the level of all recorded incidents:

TRIR = N 1 200 000/ T (10);

• LTAFR (Lost Time Accident Frequency Rate) coefficient, expressing the frequency of fatal accidents among all injury cases:

LTAFR = S/R, (11)

Where S – number of fatal accidents; R – number of lost-time injuries and non-lost-time minor injuries;

• DART coefficient (Days Away/Restricted Or Transferred Incident Rate), expressing the level of labor losses:

DART = N 2 ·200,000/ T, (12)

Where N 2 – the number of incidents that resulted in one or more “days of downtime”, one or more “days of reduced work” or the transfer of an employee to another job;

• PVIR (Preventable Vehicle Incident Rate) coefficient, expressing the level of traffic accidents:

PVIR = N 3 · a/K, (13)

Where N 3 – number of road traffic accidents; K– total vehicle mileage (in miles); a – coefficient equal to 1000 thousand miles;

• SR (Severity Rate) coefficient, expressing the level of injury severity:

SR= T 3 /N 1 , (14)

Where T 3 – number of all days of temporary disability.

Russian and foreign indicators are not analogues of each other, with the exception of two indicators - SR and Kt (estimate of days of temporary disability). However, when introducing indicators both in Russia and abroad, common goals are pursued, which makes it possible to identify pairs of coefficients designed to assess the frequency of all cases of injury at an enterprise, the proportion of the number of fatal accidents in the total number of incidents, and days of temporary disability. A comparison of foreign and Russian CBT indicators is given in Table. 1.

For many companies, Russian and foreign, the main indicators are TRIR/TRIFR, LTIR/LTIFR, PVIR.

The analysis showed that in all the companies examined in 2011–2014. there is a steady decline in indicators.
PJSC NK Rosneft recorded an increase in the LTAFR indicator by 1.76 times, the number of fatal accidents increased by 2.25 times, and the number of victims increased by 2.66 times. Statoil also notes a 2-fold increase in the number of fatal accidents.

In the Russian companies JSC Gazprom Neft, JSC ANK Bashneft, JSC Tatneft in 2014 there were no fatal accidents (S = 0), and the number of victims at work was reduced (from 1.3 to 2. 5 times).

In the global oil and gas sector, the average level of industrial safety TRIR = 0.5 is conventionally accepted. In 2014, among foreign companies in which the data indicator does not exceed 0.5, there are such as Chevron Corporation (TRIR = 0.49), Amerada Hess Corporation (TRIR = 0.5), Halliburton (TRIR = 0, 5), EXXON MOBIL (TRIR = 0.3).
Companies that had a TRIR level above 0.5 based on 2014 results are Weatherford International (TRIR = 0.56) and Norsk HIDRO (TRIR = 3.1). For all companies, foreign and domestic, there was a general decline in indicators in the long term, but fluctuations in the level of indicators are possible consistently over the years.

Based on a general analysis in comparison with foreign and Russian companies, PJSC Gazprom occupies a stable position, developing areas of work that create a high level of industrial safety.

CONCLUSION

The analysis shows that it is the assessment of industrial safety indicators that is a convenient and objective method for determining the general state of industrial safety of a company. At the same time, the assessment of occupational safety and health indicators makes it possible to identify sectors of the company's activities to ensure industrial safety and/or components of occupational safety and health that need to be improved.

As is known, to determine the level of operational safety of a company, the presence and effective functioning of all elements of the system is necessary. However, it is the occupational safety indicators that make it possible to assess the effectiveness of the implemented occupational safety system by quantifying the levels of indicators that reflect occupational injuries, mortality rates and economic losses associated with incidents.

Table 1. Comparison of foreign and Russian performance indicators

Name of foreign indicator	Name of the pair (in the presence of) Russian indicator	Note
		Accounting for the frequency and level of lost time incidents (incidents that result in workers receiving sick leave)
		Accounting for the number of days of temporary disability per one NS
		Recording the frequency of all incidents in the organization
		Accounting for the level of all incidents in the organization
		Accounting for the proportion of fatal accidents among all cases of injury (Ksi) or in relation to cases of mild injury (LTAFR)
		Taking into account the level of incidents that resulted in downtime, reduction of work or transfer of workers to other jobs
		Taking into account the level of road traffic accidents
		Accounting for the economic costs of an enterprise from injuries
		Work period without injury

Foreign odds

Russian odds

Foreign odds

Russian odds

Gazprom"

JSC Gazprom Neft

OJSC LUKOIL

JSC ANK Bashneft

OJSC NK Rosneft

OJSC Tatneft

Chevron Corporation

EXXON MOBIL Corporation

Amerada Hess Corporation

Gazprom"

JSC Gazprom Neft

OJSC LUKOIL

JSC ANK Bashneft

OJSC NK Rosneft

OJSC Tatneft

Weatherford International Ltd.

Chevron Corporation

EXXON MOBIL Corporation

Amerada Hess Corporation

Note: S – number of fatal accidents; B 1 – total number of victims.

Table 3. Dynamics of changes in performance indicators of oil and gas companies for 2011–2014

	Dynamics of changes in foreign coefficients, times				Dynamics of changes in Russian odds, times
2011–2014
Russian companies
Gazprom"
JSC Gazprom Neft
OJSC LUKOIL
JSOC Bashneft
OJSC NK Rosneft
OJSC Tatneft
Foreign companies
Weatherford International ltd
Chevron Corporation
EXXON MOBIL Corporation
Amerada Hess Corporation

Note: “–” – decrease in performance; “+” – growth of indicators.

 

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