Safety production has important, complex and repetitive characteristics. Some cadres and employees are prone to negative, superficial, numb and good people's ideas. In fact, the non-standardization of any process and the non-implementation of any measure may lead to a huge accident disaster.
For this reason, we have enumerated these "four kinds of ideas", which are not desirable! If you still have these four kinds of mentality, get over it quickly, or it will be impossible to imagine.
First of all, we should overcome the negative thought that accidents are inevitable. At present, some leading cadres in the process of grasping safety in production believe that accident prevention is insurmountable, and accident is inevitable and inevitable. This kind of thought seems correct, but in fact it is a negative, passive and inactive ideology. "Hain's Law" tells us that behind every major accident, there are 29 minor accidents, 300 attempts and 1000 hidden dangers. This rule shows that any accident has its causes and symptoms, and seemingly accidental accidents contain inevitable factors. It also shows that safety in production can be prevented and controlled, and all accidents can be avoided as long as the work is meticulous and solid.
Second, we should overcome the superficial idea of "listening to other people's accidents as stories". For accident cases, we should learn lessons and avoid repeating the mistakes of others. However, some units always show a bystander mentality of "nothing to do with themselves, hanging high" in front of others'accidents, even as they are listening to some tragic stories. Some cadres and employees are absent-minded in learning and do not carefully analyze the real reasons behind the accident. They only know that an accident happened in a certain unit. They are not clear about the accident's process, causes and consequences. They also do not put themselves in a position to reflect: if I encounter similar situations, what should I do, naturally, it will not achieve the effect of "eating a pit" and "growing wisdom" of others.
Thirdly, we should overcome the numbness of the idea of "forgetting the pain after the scar has been healed". Some people have not learned a profound lesson from the accidents that have happened around them, and have not formed a strong sense of prevention in their minds. In addition, due to the existence of the natural law of "time dilutes everything", the painful lessons of accidents will fade out in the minds of cadres and staff over time. With the passage of time, changes in personnel positions, replacement of old and new employees, and lessons learned from accidents in our unit or other units will be forgotten. Therefore, accident cases and lessons should be mentioned repeatedly in safety production management, and such repetition and nagging should not be taboo. For major accidents in production safety in our unit, we can constantly strengthen the memory of cadres and staff on accidents in production safety by defining "factory shame day", "safety day" and setting up "warning monument" and so on, so as to ring the alarm bell of production safety at all times.
Fourthly, we should overcome the idea of "being afraid of offending people". The occurrence of accidents in production safety,
