In order to enhance lean safety management and improve the safety management capabilities of leading cadres, recently, Hebei Xinda Steel Group Co., Ltd. organized a special training session on lean safety management. Company leaders, heads of various units, and safety management personnel participated in the training, jointly drawing wisdom from lean safety management to lay a solid foundation for the company's safe production.

In recent years, with the continuous expansion of production scale and the continuous upgrading of process technology, higher requirements have been put forward for the refinement and standardization of safety management. Hebei Xinda Steel Group regards safety management as the top priority of its corporate governance. It has joined hands with Beijing Zhiweixian Project Management Consulting Co., Ltd. to introduce advanced lean safety management concepts and methods. This time, Zhao Youyi served as the training instructor, mainly conducting specialized training on aspects such as "Safety Sharing" for three minutes, "Clear in one Go" sharing, "Shocking" incident sharing, and the "4+6" model pre-shift meeting, to solve safety management problems and enhance the overall safety management level.

At the beginning of the training, the instructor directly addressed the core difficulties in current enterprise safety management and deeply analyzed the multiple challenges faced by team safety management. In response to these issues, the lecturer introduced the Fogg behavior model from Stanford University and proposed the core logic of "behavior = Motivation × ability × Prompt", emphasizing the activation of safe behaviors from three dimensions: "I want to do it, I can do it, and do it now". Through the closed-loop management of positive feedback to consolidate motivation, clearing obstacles to reduce difficulty, high-frequency prompts to trigger behavior, and setting goals to transform behavior, complex safety management is transformed into operational behavior design, providing scientific theoretical support for team safety management.

During the three-minute "Safety Sharing" session, the instructor asked the employees to tell their own safety cases or stories based on the three elements of time, place and people, and convey the safety concept through examples to convince people and reasoning with the facts. Through various forms such as oral narration, written description, PPT presentation, and video sharing, create a cultural atmosphere where "everyone talks about safety and everything is for safety", and maximize the value of safety experience in the process of flow.

During the "Clear in One Bite" sharing session, the training focused on the essential knowledge and skills required for each position, demanding that employees have a thorough understanding of core knowledge such as safety responsibilities, operating procedures, and emergency response, and be able to recite them fluently. During the implementation process, the team formulates a sharing plan in advance. Through the management of "leaders putting forward requirements, teams arranging plans, and result review and assessment", the system that was "written on paper" is transformed into a self-awareness that is "remembered in the heart", effectively consolidating the knowledge foundation of safety management.

During the "Scare Incident Sharing Session", it was introduced that through tools such as the "Scare Incident Sharing Table" and the "Scare Incident Sharing Manual", the processes of incident recording, cause analysis, and measure formulation were standardized, truly achieving the forward shift of the defense line from "hidden dangers to accidents".

During the "4+6" model pre-shift meeting session, the training focused on introducing the "four preparations", namely, inspecting the work site, understanding the work situation, being familiar with the requirements of the superiors, and preparing the key points of the class meeting. The "six procedures", namely formation and roll call, conveying the requirements of superiors, review of yesterday's work, work arrangement and risk prevention for the current shift, pre-shift safety training, interaction and signature, form a standardized meeting process. In the "trinity" presentation method, the team leader, safety officer and operation personnel jointly participate in task assignment and risk analysis. Through the "4-step cycle improvement method" of shooting videos - replaying discussions - problem lists - starting and shooting again, the quality of pre-shift meetings has been continuously improved, and the employees' mental outlook and risk prevention and control capabilities have been significantly enhanced.

Safety is the lifeline of an enterprise's development, and lean management is an important means to enhance safety efficiency. Hebei Xinda Steel Group Co., Ltd. will remain steadfast in its direction, forge ahead with determination, and place safety work in the most prominent, urgent and crucial position. It will comprehensively enhance the safety awareness and safety literacy of all employees, deepen the application and practice of lean management in safety management, and build a solid line of defense for safe production with lean management. Strive to explore new paths for safe production, constantly explore, practice and innovate on the path of lean safety management, comprehensively enhance the competitive strength of the enterprise, and ensure the steady and long-term green and high-quality development of the company!