Renaissance and Fulfillment of Safety Culture in Corporations

[[abstract]]國內產業的安全衛生管理大部份以法令規定為業務推進依據，安全事故預防作法大多以不影響生產為主。但企業要獲得具有品牌形象的企業安全文化，嚴守法令規程只是必備的基本條件之一。本研究以某日系企業安全文化哲學中所提出「沒有安全就沒有生產」的經營理念，以落實安全衛生業務推展與絕對尊重政府法令之台灣職業安全衛生管理系統為基礎，透過日系的領導管理者積極配合導入本土安全衛生業務管理與安全衛生活動的規劃與執行，探討在某一被日系企業所併購的工廠，其舊有本土與日系企業安全文化如何融合，尤其以日系管理領導者的監督執行廠內安全活動，改變管理者對安全責任與道德觀念的重視，在執行推進時以顧客觀點進行三現主義掌握人、事、時、地、物並落實自主管理與PDCA手法的貫徹，經由教育訓練以3S(簡單、速度、集中)原則推進安全衛生活動與災害預防工作。 本研究以現場實地觀察日系企業如何應用領導與管理扭轉劣質的安全文化，且轉化、再生成為優質的日系企業安全文化，並提出日系企業如何在併購後短期間內能落實執行且有效防止廠內外安全事故的關鍵過程與執行作法，以全面品質管理—TQM (Total Quality Management)為自主管理的概念，在廠區中面對事故如何擬定防止再發對策與具體提案，如何因應勞委會所訂定之職業安全衛生管理系統來執行安全衛生規劃、查核與改善管理循環機制，以達到構築安全職場與舒適作業環境。[[abstract]]Most domestic enterprises manage their businesses based on government required safety and health regulations Safety and accident prevention practices cannot and do not have influences on production For enterprises to win safety culture with their brand name strict regulations compliance is only one of the basic requirements This research presents a case of renaissance and fulfillment of safety culture in a local corporation that is acquired by a Japanese enterprise The management visions of the Japanese enterprise with no safety-no production philosophy as its safety culture and absolutely compliance of government regulations are discussed The new company renews safety and health management as well as planning and execution of safety and health activity through active cooperation with the new Japanese management team This research focuses on how to fuse the safety and health cultures of local and the Japanese companies after the local company was merged by the Japanese enterprise The philosophy of Sangen (Sangen represents simplicity speed and focus) was used in combining with customer point of views are adopted for the execution of all safety health and hazard prevention activities The Sangen philosophy masters people event time location and object and fulfill autonomous management and PDCA technique The research reveals how the Japanese enterprise applies its leadership and management to reverse the poor safety culture transform and regenerate into good safety culture comparable with those of Japanese enterprises Furthermore this work proposes the key procedures and execution methods on how the Japanese enterprise performs and prevents effectively both inside and outside the plant from the occurrence of occupation hazard in a short time after plant acquisition The key procedures and methods contain the autonomous management concept of TQM as for how to work out the prevention solution to avoid the same occupational hazard from happening in the plant again Also mentioned is how the new company perform their safety and health planning auditing and improvement to meet the safety and health management system required by Council of Labor Affair