Safe disassembly and assembly experience of large tower cranes

First: Intensify the training of safety knowledge and professional skills. Relying on team training and mentorship, gradually enhance the safety awareness and professional skills of management and operation personnel, so as to continuously improve and upgrade their capabilities.

Professional skills are the first line of defense for safety. During the disassembly and assembly of tower cranes, units that have experienced safety accidents also have a strong sense of safety. However, in specific operations, they improperly and incompletely identify and judge the hazard points, lack foresight, and the corresponding preventive measures they have formulated are not detailed and reliable. In addition, the lack of skills among the workers and so on are the main causes of a series of problems such as safety accidents, quality defects and increased costs. This indicates that the working capabilities of personnel at all levels in the unit where the tower crane is located cannot meet the job requirements and must be improved! Solving the problem of "ability" is not only a long-term task, but also "ability" is like rowing against the current; if you don't move forward, you will fall behind. With the rapid update of machinery, the ability to operate should keep up. For many years, the company's mechanization department has been committed to this work, advocating that the job capabilities of personnel at all levels follow the principle of "improving a little every day", and has successively adopted methods such as mentorship, team training, incentive-driven external learning, advanced training, certification, and skills competitions to enhance the job capabilities of personnel at all levels.

The "three-party selection" mentorship system is both inspiring and humanized. Both the master and the apprentice are the "top talents" selected by professional companies after a long period of "tempering". The master is a "master" with both virtue and talent, and the apprentice also possesses the characteristics of "strong comprehension, diligent study, and hard work". By allowing both the master and the apprentice to make a mutual choice, this not only avoids a forced match but also ensures the actual effect. Secondly, formulate agreements and institutionalize them to facilitate operation. The agreement covers the rights and obligations of both the master and the apprentice, the schedule for the assessment stage, incentive measures, and so on. Justice and equality are crystal clear.

The purpose of mentorship is obvious. It is a platform set up to enhance the professional skills of young workers and promote the overall improvement of skills, as well as to reserve the human resource echelon. Thus, the common vision of the mechanists is to "make machinery more sophisticated, work more enjoyable and life more beautiful". It is very common for masters and apprentices to work together at the tower crane disassembly and assembly site. While imparting professional skills, the masters also teach on-site safety techniques and promptly pass on their own safety production experience and insights to their apprentices. Practice has proved that this apprenticeship method is safe and reliable. The learning period has been shortened from the previous three years to two years. Especially, the safety operation skills have been rapidly improved. After the apprenticeship period, the trainees have comprehensive skills and strong problem-solving abilities. Over 90% of them are engaged in gear shifting operations and have become the backbone force in tower crane disassembly and assembly operations.

Strengthen the foundation of team management. The work team is the foothold for safe operations and also the source and frequent occurrence area of all kinds of accidents. It is necessary to strengthen work team building and consolidate the foundation of work team management. As the primary person responsible for safety in the team, the team leader bears a significant responsibility. The position of a team leader is one with multiple responsibilities. To lead people well, do work well and manage safety well, the team leader not only needs to set a good example and guide and influence the employees with every word and deed, but also needs to have strict management skills. Before starting work, it is necessary to fully consider various factors such as the physical condition, safety skills and professional capabilities of the personnel participating in the work in the team, so as to know people well and make good use of them. The three-level safety education is detailed and reliable. Daily station meetings, quality analysis meetings, etc. should not merely remain at the stage of saying, pointing out and arranging work and then ignoring them. Instead, they should be conducted in depth, followed up and managed, and guided. Adhere to the principle of "prevention first and control within control". All aspects such as the safety environment assessment before work, the performance inspection of tools and equipment, and the qualification certification of workers should be managed meticulously. Supervision should be timely and in place to ensure the implementation of all safety prevention measures.

Second: Before disassembling and assembling pressure transmission machinery, safety management goals should be set, and the safety goals and indicators should be decomposed layer by layer and implemented to the project engineering department, construction teams and workers. A safety responsibility system should be implemented, and the intensity of assessment, rewards and punishments should be increased. The aim is to create a high-pressure security situation. Everyone has the responsibility of "safety" on their shoulders and the "safety" target on their heads. Safety is the responsibility of the person in charge and the safety supervision and management personnel. The phenomenon that has nothing to do with the workers has been completely eradicated. Previously, workers generally held the idea that "I just need to manage myself well, and others' violations have nothing to do with me". After the implementation of the "pressure Transmission and Safety Responsibility Linkage System", The communication and coordination capabilities among various operation cell groups have been enhanced. It has become a common practice for colleagues to remind each other of safety precautions, supervise each other's safety, and check each other's shortcomings. The principle of "Quality is in my hands, safety is in my heart" has been transformed into practical actions, thus creating a favorable atmosphere where "there is no such thing as a minor safety issue in operations, and everyone works together to manage it". This has laid a solid foundation for ensuring the safe dismantling and installation of tower cranes.

Third: Improve the safety risk level assessment by applying the management concept of "pre-event planning and identification, in-event control and guarantee, and post-event summary and improvement", fully exerting the role of "leadership, guarantee and supervision", to ensure that every link in the mechanical disassembly and assembly process is always safe and controllable, under control and capable of control.

"Provisions must be prepared before troops are dispatched." Before the disassembly and assembly of the tower crane, the project manager of the mechanization department took the lead, accompanied by the technical specialist of construction machinery and the safety supervision and management personnel to the construction site. According to their respective job responsibilities, they inspected the working environment on the spot, grasped detailed technical parameters, analyzed and summarized them item by item, and then compiled the operation plan and operation instruction manual to report to the professional company. Professional companies dispatch technicians and technical personnel to the construction site to study and analyze the feasibility of the operation plan and operation instructions, and finally finalize the operation plan.

Before the operation, the construction team, the construction supervisor and the professional company shall inspect and confirm the integrity rate of the operation tools and equipment, and re-examine the operation environment to ensure that all safety prevention measures are "foolproof". Engineering technicians and safety supervision departments were fully involved in the disassembly and assembly operations. When encountering construction difficulties, they studied solutions on the spot and promptly revised the operation plans and operation instructions. After the work is completed, the workers are immediately convened to summarize on the spot. New problems or new processes encountered during the work are studied and discussed. The written records are sorted out and reported to the professional company for resource sharing.

Experience is updated and supplemented in a timely manner. In the disassembly and assembly operations of tower cranes, there are countless lessons from the harm caused by "old experience". Work experience is indeed indispensable, but blindly relying on old experience and old methods while ignoring changes in factors such as the environment and location, and failing to promptly correct the operation methods, is acting rashly and recklessly, which poses a safety hazard. Correction, reflection and summary should be carried out to keep old experience in line with The Times and make it tend towards safety and reliability.

Fourth: Strengthen process control. When conducting management work briefings, use high-tech methods such as animations, diagrams, slide shows, and simulation exercises to ensure that the workers have a clear and thorough understanding of the disassembly and assembly operation procedures as well as their own tasks. And strengthen the control over the dangerous points and sources during disassembly and assembly, ensuring that every step is implemented by someone and every level is cared for and managed by someone.

The first step in the strengthening process is to ensure that the responsibility system is effectively implemented. Through the analysis of the safety accidents that occurred during the disassembly and assembly of multi-tower cranes, it was found that the root cause lies in the fact that personnel at all levels did not carefully compare their respective job responsibilities, delve deeply, investigate meticulously, and draw lessons from the accidents. Lack the ability to think and solve problems systematically. "By learning from others, we can polish jade." We often organize personnel at all levels to study safety accident cases. The learning methods are rather unique: comparing with the accidents, analyzing the process and operation methods, comparing with individual job responsibilities, clarifying one's own safety responsibility system, and gradually breaking down, detailing and extending: whether we have implemented the relevant laws, regulations and technical standards on work safety. Has a complete safety management system and reasonable safety technical prevention measures been formulated? Whether the implementation of safety management systems and technical prevention measures is in place, whether safety training and education are in place, whether the safety awareness of employees is in place, and whether the supervision and inspection by relevant departments are in place; Whether the person in charge attaches importance to the work of safety production; Whether there are reasonable and effective emergency response plans and measures for accidents, etc. Managers at all levels should start from strengthening their sense of responsibility and deepening and improving management to continuously enhance their ability to identify and solve problems. Workers should fulfill their job responsibilities to the fullest extent and constantly improve their operational capabilities to meet the demands of their positions. The management is both a manager and an executor. They should constantly enhance their ability to solve problems systematically, effectively implement the responsibilities at all levels, and elevate their understanding of responsibility to a certain level.

The second step in the strengthening process is the implementation of the system. The disassembly and assembly of tower cranes is a job with a high risk factor and involves the joint operation of multiple trades. Without a corresponding set of rules and regulations and without a unified command that follows orders strictly, it would be a terrifying game of dating death. However, people have a lazy nature, and the ineffectiveness of systems stems from people's lazy nature. Originally, the rules and regulations were well implemented. However, over time, they naturally became lax. Once the mindset relaxed, the sense of responsibility weakened, and the behavior naturally became slack. As a result, safety accidents would take advantage of the situation to occur. The failure of a system leads to a decline in execution ability, and many problems arise from this. Strict systems mean using them to restrain people's behavior and prevent their lazy nature from infringing upon their sense of responsibility at work. One should have a clear system, plan and goal in mind, and consciously establish a set of behavioral norms that are in line with one's own job position, and earnestly implement them in disassembly and assembly operations.