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叉车作业人员安全技术培训一、机动车驾驶员的职业道德㈠什么是职业道德职业道德是从事一定职业的人们在特定的职业生活中，所应遵守的行为规范和准则的总和㈡企业内机动车驾驶员的职业道德：1、热爱本职，忠于职守，有主人翁的劳动态度2、遵章守纪，安全行车，有对人民负责的责任感。
3、团结协作，顾全大局，有集体主义思想。
4、钻研技术，规范操作，有高超的技术素质。
5、遵守劳动纪律，维护生产秩序，有高度的组织观念。
二、交通标志与标线㈠交通标志分为二种，一是主标志，二是辅助标志1交通标志：包括有：警告标志、禁令标志、指示标志①警告标志是警告车辆行人注意危险地点的标志。
其形状为等边三角形，顶尖朝上，其颜色为黄底、黑边、黑图案。
连续弯路上陡坡下陡坡注意信号灯有人看守铁道道口无人看守铁路道口慢行施工注意危险②禁令标志是禁止限制车辆行人交通行为的标志，其形状可分为一是圆形、二是八角形、三是倒三角形，顶尖朝上，其颜色一般为白底、红圈、红杆、黑图案、图案压边。
禁止通行禁止驶车禁止鸣喇叭限制高度停车让行减速让行限制速度③指示标志是指示车辆行人进入的标志，其形状可分为一是正方形、二是长方形，其颜色为蓝底白图案直行向左转弯直行车道分向行驶车道④指路标志是传递道路方向、地点、距离、信息的标志，其形状(除地名识别标志、里程、分流标志外) 可为一是正方形、二是长方形，其颜色为蓝底白图案。
2、辅助标志：是辅设在主标志下，起辅助说明的标志，其形状为长方形。
白底黑字黑边框三、叉车的构造由发动机、传动系统、行驶系、操作系、电气设备和叉车的特殊组织组成。
㈠发动机(柴油)1、采用四行程柴油发动机。
其工作循环：进气、压缩、作功、排气2、柴油发动机的燃油供给系统：由燃油供给、空气供给、混合气形成和废气排出四套装置组成。
①燃油供给装置主要由油箱、柴油滤清器、输油泵等组成②空气供给装置主要由空气滤清器、进排气管组成③混合气形成装置主要由喷油泵、燃烧室、喷油器、及高压油管组成④废气排出装置主要由排气歧管。
Contractor Senior Management HSEWorkshopYulin, 14th June 2006By:Simon Durkin & Eric WongShell China EPContractor Senior Management HSE Workshop0830 Safety briefing0835 Introduction and Program of the day084008500900 Why manage HSE? WHY? 1030 Break1045 HSE Management Basics HOW? 1200 LunchContractor Senior Management HSE WorkshopObjectives:•Understand Shell HSE Commitment and Expectations/理解壳牌HSE承诺和期望•Understand basic HSE Management System and how leadership behaviours drive performance/理解基本的HSE管理体系和领导层的行为如何推动HSE表现•To enable Leaders & Senior Managers understand the methods and their personal role in HSE management/使领导和高级经理们理解HSE管理的方法和他们在其中的个人角色•To create a critical mass of senior managers who are committed to drive improvement in HSE performance/建立一个关键的承诺推动HSE表现进步的高级经理群I have donemy bestI have a HSE Plan What more do I need to do?I have putmoney in HSEI haveSafety OfficersInjury…事故造成的损失Why manage HSE?LPG sphere –Gas cloudfrom a 4mm hole leak!-Bombay High North (BHN) Disaster –2005 -12 dead, 13 missing355 rescuedAsset Lost : BHN platform, one drilling rig and one supporting vessel事故造成的损失Losses from past Incidents 事故造成的损失HSE Management is a good business’70 s -Union Carbid Gas leak in India -Thousands dead, Company closed down1979 –Three Mile Island Nuclear Plant -1.3 Billion USD 1988 -PIPER ALPHA Platform (North Sea UK)-3.0 Billion USD1989 -Exxon (艾克森) VALDEZ -20 Billion USD 1998 -ESSO Longford Plant Explosion ( Australia)-4.8 Billion Aust. Dollars 2001 –Lost of Petrobras P36 platform, Brazil -??2005 –BP Texas City Refinery-??2005 –Bombay Height ONG BHN Platform Fire (India) -??’70 s -Union Carbid Gas leak in India -Thousands dead, Company closed down 1979 –Three Mile Island Nuclear Plant -1.3 Billion USD 1988 -PIPER ALPHA Platform (North Sea UK)-3.0 Billion USD 1989 -Exxon (艾克森) VALDEZ -20 Billion USD 1998 -ESSO Longford Plant Explosion ( Australia)-4.8 Billion Aust . Dollars 2001 –Lost of Petrobras P36 platform, Brazil -??2005 –BP Texas City Refinery -??2005 –Bombay Height ONG BHN Platform Fire (India) -?? Manage HSE risk properly can reduce losses ！Why manage HSE?事故造成的损失Injuries and loss of life:伤亡事故•Pain & Injuries ……(伤痛)•Loss of family member …. (失去家人)•Change the life of the whole family. (改变整个家庭的生活)事故造成的损失In Shell, any fatality requires top man to explain face-to-face with CEO in HollandOn 9th May 2005, a contractor employee in a Shell JV construction site did not come home from work….He was the only child from the familyHe was only 26 year old when accident happened.Worker`s Working PositionFell to the groundSafetyharnessanchoring pointCo-workersA fatality at construction site in China in 2005:•A worker fell 11 meter from height, first aid and medical help could not savehim•Who is going to look after his parents and wife?Incident PhotoAs leader and supervisor, you would be expected to face the victim’s family and break the sad news…..As leader of company(作为公司领导)-What drives you personally to manage HSE ? (是什麽促使你自己管理HSE)-What drives your company to manage HSE ? (是什麽促使你的公司管理HSE)Why manage HSE?Exercise (集体讨论) 1:Individual to reflect on the 2 questions below.(思考下面两个问题，谈谈个人看法)-Write down your own views (写下自己的观点)-Share with others (与大家分享)I will collect your views for summary at the end of the session.我将收集你们的观点做这部分的总结Why Shell Manage HSE? Shell 为何管理健康、安全和环保?•We value life and don’t want anyone to get hurt!(我们尊重生命，不想任何人受到伤害!)•We care about Environment, the only one we have (我们关注环境，我们只有一个地球！)•A Safe Business is a good business !! (安全的商业才是好的商业!!)¾To comply with Law and regulation(满足法律和法规的要求)¾To meet social expectation(满足社会期望)¾Shell Group HSE Policy and Commitment(符合壳牌集团HSE方针和承诺)Contractor Senior Management HSE Workshop0830 Safety briefing0835 Introduction and Program of the day084008500900 Why manage HSE? WHY? 1030 Break1045 HSE Management Basics HOW? 1200 Lunch先看看…..Door handlerFallHSE Performance/表现阶段时间/Time事故发生率A c c i d e n t r a teWhat stage is your company operating at? Shell expects a working HSEMS …Managing HSE in our business –The Basics:•HSE Commitment and Policy /HSE承诺和政策•HSE Management System /HSE 管理体系: Structured way to manage hazard–Management demonstrate commitment: visit & visibility, set targets, role model for others–HSE organisation, people & resource–Introduce tools on manage hazard: PtW, Job Hazard Analysis etc•HSE Procedures /HSE程序•HSE Standards/HSE标准•HSE Guidance/HSE 导则Power barShell HSE Commitment and Policy….Differences区别Commitment承诺Policy 政策Other supporting Policies for clear implementation….其他支持政策Example: STOP WORK Policy, No smoking, security, etcSTOP WORK Policy:停工政策All employees, including contractor staff, have the right and duty to stop when there is an immediate threat to the safety and health of the employees or that of others or to the environment.…..[ 在员工或第三方的健康、安全，或者环境受到直接威胁时，所有员工包括承包商员工，都有权利停止工作…]Over 2000 ACT cards issued in 2005 at Changbei worksites -What does this mean?-As leader, what is your role to demonstrate support?HSE 管理体系Assure HSEMS is functioning; 保障体系可对控制措施进行检查与权衡：•审计•管理层审核•自我评估(Self-Assessment)HSE Management (HSE管理) –Managing HazardIs People that make system worksObjective: reduce likelihood (pro-active/preventative)Objective: mitigate consequences and re-instate (reactive)HSE Management (HSE管理) –Managing HazardHazard Analysis Using Bow-TieDiscussion (集体讨论):a)作为公司经理和领导，你在HSE管理方面的角色是什麽? As Manager and Leader of my Company, what is MY Role in managing HSE?b)怎样做好你的角色？How well do I exercise MY role?c)困难在哪里？Where are the difficulties?谢谢！Thank You!HSE MS In-Place 管理体系“落实”What is your roles in maintaining the system?Examples of activities in a Working HSE Management System•Introduce HSE committees, and HSE meetings (介绍HSE 组织和HSE 会议)•Communication of HSE objectives, policy, procedures and performance (传达HSE 目标，方针，程序和表现)•Provide adequate resources for HSE activities (为HSE 活动提供所需充分资源)•Dedicated HSE team (专门的HSE 团队)•HSE Competency and training scheme (HSE 能力及培训计划)•Contractor/sub-contractor to manage HSE in line with company. (承包商/分包商的HSE 管理要符合SHELL 标准)•Clear HSE roles and responsibilities at different level in the organization. (HSE commitment handbook) 明确组织中不同级别人员的HSE 角色和职责（见HSE 承诺手册）Examples of activities in a Working HSE Management System•Review and follow up of major incident (审查并跟踪处理主要事故)•Review effectiveness of HSE-MS –audits (审查HSE-MS 的有效性)•Review effectiveness of HSE plan (审查HSE 计划的有效性)•Review audit implementation and action follow-up (审查实施情况及其后续事宜)Examples of activities in a Working HSE Management SystemHSE MS StructureHSE MS (管理体系) 的执行….. 4 statements(四级说明) LEVEL/级别HSE in the heart心中的HSEHSE in the head头脑中的HSEHSE on paper书面上的HSEContractor Senior Management HSE Workshop0830 Safety briefing0835 Introduction and Program of the day084008500900 Why manage HSE? WHY? 0945 Coffee/tea Break1000 HSE Management Basics HOW? 1100 HSE Management System & role of leader in managing risk1200 Lunch1330 Incident causation and underlying causes IF CONTROLS FAILS Video clip on HSE Roles1445 HSE MS Self-Assessment CONTINUOUS IMPROVEMENT (SAQ) Self-Assessment Questionnaires method1515 Coffee/tea Break1530 Introduction to HSE culturePro-active Intervention video1600 Warp up & where do go from here?1615 Closing Remarks by Sim Kian HuaENDHSE Managementn t.Worker`s Working PositionFell to the groundSafetyharnessanchoring pointCo-workersA fatality at construction site in China in 2005:•A worker fell 11 meter from height, first aid and medical help could notsave him•He was 26 year old, only child in the familyIncident PhotoAccident causation theoryAnalysis of an Accident : Foot Injury ( January 2004, Malaysia) The Accident :A mechanic (Richard)was asked to tighten connection (of brake) on a winch drum. A colleague was helping him when the accident happened. The mechanic climbed and stand on the winch frame. While tightening on the connection, drum rotated. The injured left foot was caught between supporting frame and winch drum resulted in crush injury.Mechanic foot on anchor winch support frameMechanic injuredleft foot.Mechanic left foot after dressingDrum that move•Mechanic did not lock moving drum.•Not locking is an accepted practice by workers.•Use of PtW not common•No regular check on work practice By site management.Analysis of an Accident : Foot InjuryUnderlying Causes (根本原因)Exercise 3: Identify underlying causes 集体讨论3：识别根本原因Background:背景1) contractor truck working full time for company (承包商卡车全天为公司工作)2) 6 to 8 trips per day from material yard to nearby harbour (每天从料场到附近港口往返6-8次)3) Truck already made 3 trips when this photo was taken. (拍摄此照片时，卡车已经往返3次)Exercise 集体讨论:a) Reflect on 思考下面问题9what questions would you like to ask to whom? 你喜欢向谁问哪样的问题9what are the underlying causes? 根本原因是什么？b) Share with group 与大家分享Questions to all of us:Are we spending enough time to observe and learn from unsafe conditions and unsafe act at our own worksites? Act before accident happen..Leader’s behavior and care influence supervisors and workers performanceWorking at height–Potential killer…..Lifting and material handling –What controls do we have ?Reality at worksite:-As managers/supervisors, our in-action could have contributed to accidents -worker accept what is provided ascorrectElectrical hazard…..Summary –Accident Causation 总结-事故发生•Many causes to an accident (导致事故的多种原因)•Most of the causes are known prior to accident (事故前，大多数原因都是已知的)•People don’t want to make accidents, they react to their “man-made environment”(人们不想制造事故，只是对人为环境做出反应)•Effective improvement focuses on the man-made environment (有效的改善关键在人为的环境)•Use the symptoms, to discover the underlying causes that can lead to major accidents –Leaders and supervisors need to be alert and look out/intervene on symptoms at sites(从现象发现导致主要事故的根本原因-领导和监督员需要注意警惕并对现场事件进行调解)0830 Safety briefing0835 Introduction and Program of the day084008500900 Why manage HSE? WHY? 0945 Coffee/tea Break1000 HSE Management Basics HOW? 1100 HSE Management System & role of leader in managing risk1200 Lunch1330 Incident causation and underlying causes IF CONTROLS FAILS Video clip on HSE Roles1445 HSE MS Self-Assessment CONTINUOUS IMPROVEMENT (SAQ) Self-Assessment Questionnaires method1515 Coffee/tea Break1530 Introduction to HSE culturePro-active Intervention video1600 Warp up & where do go from here?1615 Closing Remarks by Sim Kian HuaEND0830 Safety briefing0835 Introduction and Program of the day084008500900 Why manage HSE? WHY? 0945 Coffee/tea Break1000 HSE Management Basics HOW? 1100 HSE Management System & role of leader in managing risk1200 Lunch1330 Incident causation and underlying causes IF CONTROLS FAILS Video clip on HSE Roles1445 HSE MS Self-Assessment CONTINUOUS IMPROVEMENT (SAQ) Self-Assessment Questionnaires method1515 Coffee/tea Break1530 Introduction to HSE culturePro-active Intervention video1600 Warp up & where do go from here?1615 Closing Remarks by Sim Kian HuaEND。
