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论文编号：	15633
作者编号：	2320234039
上传时间：	2025/12/8 16:43:30
中文题目：	H集团高压业务安全绩效管理优化研究
英文题目：	Research on the Optimization of Safety Performance Management in High Voltage Business of H Group
指导老师：	牛建波
中文关键字：	制造业；指标悖论；动态风险评估；严重伤害事故预防
英文关键字：	Manufacturing industry; Indicator paradox; Dynamic risk assessment; Serious injury incident prevention
中文摘要：	制造业在国民经济中发挥着重要的支柱作用，机械行业作为其最大的子行业，因涉及高压电气测试、机械加工和起重吊装作业等高风险环节而致使安全绩效管理压力突出。为遏制重特大事故，自2002年首次颁布《中华人民共和国安全生产法》以来，历经2009年、2014年和2021年的三次修订将“人民至上、生命至上”摆在首位写入总则。中华人民共和国最高人民法院和中华人民共和国最高人民检察院分别发布了《两高关于办理危害生产安全刑事案件司法解释》，从2015年明确的重大责任事故罪、强令违章冒险作业罪等，到2022年新增的“危险作业罪”，“具有现实危险的违规”直接入刑，把安全生产从“事故追责”提前到“风险追责”。 H集团高压业务陷入到了“指标悖论”之中，其过去四年的可记录事故率已达到行业领先水平的情况下，严重伤害事故和潜在高风险事故的数量却保持着一种顽固的持续性，而目前企业的业务正在经历爆发式的增长，这必然给安全绩效管理工作带来额外的一系列负面影响，为保证员工的生命安全和企业业务的连续性，必须尽快找到一种切实可行的安全绩效管理优化方案。 本文通过对H集团高压业务的安全管理基本情况、同行业企业的安全管理绩效指标、员工对企业安全文化的问卷调查以及过去四年发生的严重伤害事故和潜在高风险事故的调查结果等数据进行分析，发现该企业在安全文化，管理层和一线员工的安全能力及对重大风险的失察与失防三个方面存在改进机会。明确提出推动一场以“动态风险评估”为核心，构建一个集“文化构建、能力发展和风险控制”三位一体的安全绩效管理优化框架，在PDCA循环、赫茨伯格双因素理论、亚当斯公平理论等管理学理论支撑下，形成一个闭环改进系统。 为确保优化方案的有效落地，进一步从组织与制度、资源与技术、沟通与激励、监督与改进四个维度，系统设计了相应的保障措施体系。此外，本文的研究结论对于其他制造类企业的安全绩效管理优化改进具有一定的借鉴意义和参考价值。
英文摘要：	Manufacturing constitutes a critical pillar of the national economy, and the machinery industry, as its largest sub industry, faces significant pressure in safety performance management due to its involvement in high-risk processes such as high-voltage electrical testing, machining, and lifting operations. To prevent major and especially serious accidents, China promulgated the first Safety Production Law of the People’s Republic of China in 2002 and has revised it three times (2009, 2014 and 2021). The latest version putting “people first, life first” as the priority. The Supreme People’s Court and the Supreme People’s Procuratorate have also issued successive judicial interpretations on criminal cases endangering production safety. From the explicit crimes of major liability accidents and forcing illegal and risky operations in 2015, to the newly added crime of "dangerous operations" in 2022, "violations with real danger" will be directly punished, achieving a shift from accident accountability to risk accountability. H-Group’s high voltage business is trapped in an “indicator paradox.” Although its recordable incident frequency rate has been industry-leading for four consecutive years, the absolute number of serious injuries and high potential incidents remains stubbornly constant. With the business now in a phase of explosive growth, this plateau threatens to erode safety performance further. A practical and feasible optimization of safety performance management is therefore urgently required to protect employees’ lives and ensure business continuity. By analyzing H-Group’s current safety-management system, benchmarking safety KPIs of peer companies, surveying employees on safety culture and reviewing all serious injury and high potential events of the past four years, the study identifies three improvement areas: safety culture, safety competence of both management and front-line employees, and the failure to recognize and control major risks. This article proposes a safety-performance optimization framework as the core of “dynamic risk assessment” that integrates culture establishment, competence development and risk control into one closed-loop system, underpinned by PDCA cycle, Herzberg’s two-factor theory and Adams’ equity theory. To ensure the implementation, a corresponding safeguard system has been systematically designed from four dimensions: organization and system, resources and technology, communication and incentives, and supervision and improvement. In addition, the research conclusions of this article have certain reference significance and value for the improvement of safety performance management in other manufacturing enterprises.
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