Training Attendance Sheets

HR必备：最常用的计算公式HR Essentials: the most commonly used formulasIn the daily work of HR, a lot of data should be calculated, such as entry rate, entry rate, turnover rate, attendance rate, etc.. Each data is not complex in its calculations, but if there are dozens of similar data? Is it easy to confuse? That's OK. We've sorted out about 50 HR formulas. HR can be stored or printed on the edge. You can always check it.General analysis formula for recruitment analysis1, recruitment recruitment rate: the successful candidate entry number, the number of candidates of all x 100%.2, the average monthly number: (at the beginning of the month end of the month the number + number), 23 months, the staff turnover rate: the whole month turnover, the total number of monthly average number 100%And 4 employees throughout the month rate: the total number of employees, the average number of new month * 100%5, employee retention rate: the end of the month, the number of employees retained at the beginning of the month the number of employees by 100%6 months, the loss rate of the total number of employees: the number of employees at the beginning of the month, * 100% month employee turnover7 months, monthly income ratio: the whole staff out of the total number of staff turnover, the entire month of the total number of employees by 100%Two, attendance statistical analysis of the commonly used formula1, personal attendance attendance, the provisions of the monthly working days * 100%2, the intensity ratio of overtime overtime hours, total working hours x 100%3, the number of staff attendance: attendance / day * 100% the total number of enterprises4, staff absenteeism: the number of employee absenteeism, the total number of enterprises day * 100%Three, commonly used wage calculation, labor cost analysis formula1, salary: monthly wages divided by 21.75 days * month attendance days2, monthly piece wage: unit price * the number of months3, usually overtime: monthly wages of 8 hours, 21.75 days, 1.5 times * * when the number of overtime hours4, work overtime, monthly wages of 8 hours, 21.75 days, 2 times * * holiday overtime hours5, a statutory holiday overtime pay: monthly wages of 8 hours, 21.75 days, 3 times * * statutory holiday overtime hours6, direct production personnel wage ratio: the total wages of total wages, enterprise direct production personnel * 100%7, non production personnel wage ratio: the total wages of the total wage of non production workers, enterprises * 100%8, human resources cost rate: a certain period of time the total labor cost, total sales revenue by 100% over the same period9, labor costs accounted for the proportion of the total cost of the enterprise: in a certain period of time the total labor costs, the cost of the total cost by 100% over the same period10, the per capita labor costs: a certain period of time the total labor costs, the number of workers over the same period with the same caliber11, the labor cost profit rate: the enterprise in a certain period of time the total labor cost, total profit of enterprises by 100% over the same periodFour. Training statistical analysis formulaTraining attendance: practical training plan, training attendance attendance * 100%HR common formula analysis1. new employee ratio = number of active employees / total number of employees2. supplementary staff ratio = number of people / total number of employees leaving job gap3. turnover rate (active turnover / elimination rate) = turnover / total number of employeesFourTransaction rate = turnover / total number of people on duty5. personnel cost rate = (per capita labor cost * total number) / total sales income over the same period6. rate of recruitment = = number of persons to be reported (/ plan to add number + temporary number of additions)7. staffing control rate = monthly staffing / incumbency8. turnover rate = (employee entry rate + turnover rate) /29. turnover rate = number of departures / ((initial number + final number) /2)10. employee entry rate = number of registered persons / initial number11. turnover rate = number of departures / (number of initial arrival + number of employed persons) * 100%12. the employee's monthly salary equation is: daily salary = monthly fixed salary /21.75 daysMonthly salary = daily salary x month effective working days x month actual work days adjustment ratioRemarks：Work days of the month = days of the month natural days - days of the month, days of restEffective work day of the month = work day of the month no paid vacationThe actual working days =21.75 days / month should be adjusted in proportion to the number of working days:As a manufacturing enterprise, labor productivity will also be counted:Labor productivity = sales income / total number1. new employee ratio = number of active employees / total number of employees2. supplementary staff ratio = number of people / total number of employees leaving job gap3. turnover rate (active turnover rate / elimination rate = number of departures / total number of employees4. transaction rate = turnover / total number of jobs5. personnel cost rate = (per capita labor cost * total number) / total sales income over the same periodCost utility evaluation:Total cost effectiveness = number of candidates / total cost of recruitmentRecruitment cost effectiveness = number of applicants / cost during recruitmentSelection cost effectiveness = cost of selected persons / selection periodEmployment effectiveness = official hire / hire feeRecruitment cost benefit ratio = value created by all new employees for the organization / total cost of recruitmentQuantitative assessment:Employment ratio = recruitment number / number of applicants *100%Recruitment completion ratio = number of employed / plannedrecruitment *100%Applicant = number of applicants / plan recruitment *100%Wage calculation = monthly salary /21.75* actual working days (not counting Saturday or Sunday)Overtime: total overtime / total attendanceDirect and indirect personnel ratio: direct / indirect personnelAppendix:The labor department issued Notice No. [2008]3 on employees' annual average monthly working hours and salary conversion, Department of labor and social security of all provinces, autonomous regions and municipalities directly under the central government (bureau): according to the "national holidays and festivals approach" (State Council Decree No. 513rd) regulations, citizens of all holidays from 10 additional days for 11 days. Accordingly, workers' annual average system, working days and wage conversion methods are adjusted as follows:I. calculation of the working hours of the systemWorking days: 365 days, -104 days (rest days), -11 days (legal holidays) = 250 daysSeason working days: 250 days / 4 = 62.5 / day / season seasonMonthly working days: 250 days, December = 20.83 days / monthWorking hours: monthly, quarterly, annual work days multiplied by 8 hours per dayTwo, daily wage, hourly wage conversionIn accordance with the provisions of the fifty-first labor law, the statutory holiday unit shall pay wages according to law, that is, the conversion of daily wages and hourly wages shall not be excluded from the 11 day statutory holidays prescribed by the state. Accordingly, the daily wage rate wage, hours: daily salary: monthly salary, monthly paid daysSalary: monthly salary / hour (monthly paid days * 8 hours). Monthly paid days = (365 -104 days), December = 21.75 daysThree. In March 17, 2000, the Ministry of labor and social security issued the circular on the annual average working hours and the conversion of wages of employees (Labor Department issued [2000] No. 8) and abolished them at the same time.Ministry of labor and social securityTwo years eight, January 3rd(Note: the above formula may vary with the policy adjustment or the actual situation of each company, for your referenceonly)。

《精益管理的日常实践》- 通向持续改善之路立即解决一线问题的能力。

融合员工的智慧，有效地解决当前的运营问题，而且不会引发情感上的冲突。

当我们把精力从工作转移到其他事务上时，我们就逐渐丧失了已有的掌控力。

因此，我们必须建立一个日常管理体系，让每个人每天都去关注各个部门的工作。

观察和思考工作，组织起来去支持一线员工创造价值。

管理工作。

在我们真正学会如何观察之前，不要急于开始改善。

在实施流程改善之后反复检验，并不断完善。

应对混乱的诀窍就是我们的日常管理体系。

平稳地加强日常管理体系。

日常管理体系要求管理层每天投入精力并严守纪律。

保持好习惯的巨大价值（如，飞机员每次飞行前从头到尾过一遍检查清单）管理层的第一要务是稳定当前的工作状态，之后才能着手改善。

要想维持工作现状，必须先执行标准化作业、稳定流程。

每个错误都是一个改善机会。

大部分好点子都是在多次尝试“还行的点子”之后才应运而生的。

一线管理者往往不相信自己能够规范操作员的作业。

走动式检查Gemba Walk（Walk-Around Review, WAR)：怎样向班组长提问题是一个关键；要让大家相信，我们去现场是为了支持他们的工作，帮助他们解决他们在部门内不容易解决的问题。

日常管理最关键的一点是班组长收集与其负责区域相关的数据，并将问题暴露出来。

走动式检查的目的是了解指标的运行情况，讨论应该采取的行动，评估影响当天工作顺利完成得障碍。

只有密切关注真实现状如何，而不是我们希望如何，改善活动才会切实发生。

我们的首要任务是辅导经理和团队去发现问题，然后引导他们运用精益方法去解决问题。

在每个区域里先选择两个质量指标，作为走动式检查的检查对象。

先把正确的习惯建立起来。

他们每天为了这些错误进行返工，花费了很多时间。

可是，其他部门的同事根本不知道问题出在他们自己身上。

成本指标和质量指标都要展示在WAR看板上。

我们的高层管理团队每天早上到工作区域，主动倾听员工们有关改善和成本节约的建议，并当场作出决定。

Lockout TagoutTexas Department of Insurance Division of Workers’ CompensationHS96-100D (8-06)ContentsPurpose __________________________________________________________________________1 Definitions________________________________________________________________________1-2 Responsibility _____________________________________________________________________2-3 Training____________________________________________________________________3 Periodic Inspections __________________________________________________________3 Record keeping ______________________________________________________________3-4 Recommended Generic Procedures____________________________________________________4 Applying Energy Controls_____________________________________________________4 Basic Rules for Using Lockout or Tagout System Procedure___________________________4 Sequence of Lockout or Tagout System Procedure__________________________________4-5 Use of Control or Padlock Keys ________________________________________________5 Restoring Machines or Equipment to Normal Production Operations ____________________5 Procedure Involving More than One Person/Group LOTO ____________________________5-6 Procedure Involving Vendors and/or Contract Repair Work___________________________6 Lockout Don’ts ______________________________________________________________7 Appendix A Energy Control Program Development Flowchart _______________________________8 Appendix B Instructions _____________________________________________________________9 Appendix B Form- Energy Control Procedure ___________________________________________10 Appendix C Instructions ____________________________________________________________11 Appendix C Equipment Detail List for Lockout Procedures Form___________________________12 Appendix D Instructions____________________________________________________________13 Appendix D Energy Control Procedure Master Control Copy_______________________________14 Appendix D Energy Control Procedure Sample Completed Form____________________________15 Appendix E Logout/Tagout Compliance Sheet Form______________________________________16 Logout/Tagout Training Attendance List_______________________________________________17 Logout/Tagout Quiz_______________________________________________________________18PurposeLockout/tagout (LOTO) procedures apply to the control of energy during servicing and/or maintenance of machines and equipment. 29 CFR 1910.147, Control of Hazardous Energy, establishes the minimum requirements for the lockout or tagout of energy isolating devices. It shall be used to ensure that the machines or equipment are isolated from all potentially hazardous energy, and are locked out or tagged out before employees perform any servicing or maintenance activities where the unexpected energization, start-up or release of stored energy could cause injury. LOTO also applies to equipment operatingat 50 volts or more to ground. 29 CFR 1910 - Subpart S - Electrical Standard, covers LOTO related safety practices for electrical tasks not covered by 29 CFR 1910.147.Normal production operations are generally not covered by this standard. Servicing and/or maintenance which takes place during normal production operations is covered only if an employee is required to:• remove or bypass a guard or other safety device;or• place any part of the body into an area on amachine or piece of equipment where workis actually performed upon the material beingprocessed (point of operation) or where anassociated danger zone exists during a machineoperating cycle.Note: Minor tool changes and adjustments, and other minor servicing activities, which take place during normal production operations, are not covered by this standard if they are routine, repetitive, and integral to the use of the equipment for production, provided that the work is performed using alternative measures which provide effective protection.LOTO procedures will be used in, but are not limited to the following situations:• exposure to driven equipment - repairs, adjustments, and maintenance on conveyors, agitators, vehicles, presses, mills, lathes, exhaust fan blowers, print shop equipment, and similar manufacturing or office equipment;• electrical exposures- work on power lines, machinery and equipment hookups, disconnect switches, and electrical panel boxes; and• exposure to hazardous materials- repairs and maintenance on pumps, boilers, pipelines or tanks containing flammable liquids, acids, caustics, steam and other harmful liquids and gases. DefinitionsAffected Employee - an employee whose job requires him/her to operate or use a machine or equipment on which servicing or maintenance is being performed under lockout or tagout, or whose job requires him/her to work in an area in which such servicing or maintenance is being performed.Authorized Employee- A person who locks or implements a tagout system procedure on machines or equipment to perform the servicing or maintenance on that machine or equipment. An authorized employee and an affected employee may be the same person when the affected employee’s duties also include performing maintenance or service on a machine or equipment, which must be locked, or a tagout system implemented. Capable of Being Locked Out - an energy isolating device will be considered to be capable of being locked out either if it is designed with a hasp or other attachment or integral part to which, or through which, a lock can be affixed, or if it has a locking mechanism built into it. Other energy isolating devices will also be considered to be capable of being locked out, if lockout can be achieved without the need to dismantle, rebuild, or replace theEquipment Lockout/Tagoutenergy isolating device or permanently alter its energy control capability.Energized - connected to an energy source or containing residual or stored energy.Energy Isolating Device- a mechanical device that physically prevents the transmission or release of energy including but not limited to the following: A manually operated electrical circuit breaker; a disconnect switch;a manually operated switch by which the conductors of a circuit can be disconnected from all ungrounded supplyconductors and, in addition, no pole can be operated independently; a slide gate; a slip blind; a line valve; a block; and any similar device used to block or isolate energy. The term does not include a push buttons, selector switches, and other control circuit type devices. Energy Source- any source of kinetic or potential energy, including but not limited to electrical, mechanical, hydraulic, pneumatic, chemical, and/or thermal energy.Hot Tap - a procedure used in the repair, maintenance and services activities which involves welding on a piece of equipment (pipelines, vessels or tanks) under pressure, in order to install connections or appurtenances. It is commonly used to replace or add sections of pipeline without the interruption of service for air, gas, water, steam, and petrochemical distribution systems. Lockout - the placement of a lockout device on an energy isolating device, in accordance with an established procedure, ensuring that the energy isolating device and the equipment being controlled cannot be operated until the lockout device is removed.Lockout Device - a device that utilizes a positive means such as a lock, either key or combination type, to hold an energy isolating device in the safe position and to prevent the energizing of a machine or equipment.Normal Production Operation- the utilization of a machine or equipment to perform its intended production function.Servicing and/or Maintenance - workplace activities such as constructing, installing, setting up, adjusting, inspecting, modifying, and maintaining and/or servicing machines or equipment. These activities include lubrication, cleaning or un-jamming of machines or equipment and making adjustments or tool changes, where the employee may be exposed to the unexpected energization or start-up of the equipment or release of hazardous energy.Setting Up - Any work performed to prepare a machine or equipment to perform its normal production operation. Tagout - the placement of a tagout device on an energy-isolating device, in accordance with an established procedure, to indicate that the energy isolating device and the equipment being controlled may not be operated until the tagout device is removed.Tagout Device - a prominent warning device, such as a tag and a means of attachment, which can be securely fastened to an energy isolating device in accordance with an established procedure, to indicate that the energy isolating device and the equipment being controlled may not be operated until the tagout device is removed. ResponsibilityEmployers are responsible for the establishment of a LOTO program, maintaining the lockout/tagout activity log, employee training, and periodic inspections. The lockout/tagout activity log is a document that is used to record each time that a lockout/tagout procedure is utilized. In smaller facilities, one centrally-located log is acceptable and the maintenance supervisor usually maintains it. In larger facilities, it is advisable for each department or work group to maintain area-specific logs that will be collected annually and stored in a central archive. In this case, the area supervisors maintain the lockout/tagout activity log for their area and either the maintenance supervisor or the safety manager is responsible for maintaining the lockout/tagout activity log central archive. The inspections monitor the effectiveness of the established program and verify that program revisions have occurred that reflect changes in process and/or the addition of new equipment and machinery. It is common practice for the employer todesignate member of the management staff as the LOTO program administrator/coordinator.Employees are responsible for complying with the established program and using the appropriate LOTO materials. Specifically, the machine operator and/or the maintenance mechanic is responsible for assuring that all precautions and necessary lockouts are in place before commencing repair work.Since the process of developing, implementing, and maintaining an effective, compliant control of hazardous energy program is daunting at best, it is recommended that this task be delegated to a “lockout/ tagout team” rather than being the sole responsibility of one person. The LOTO team should be comprised of qualified, knowledgeable individuals who come from the various workgroups that are directly affected by the LOTO standard. These individuals should include, but not be limited to: the program administrator, the maintenance supervisor, the maintenance mechanics, the line supervisors, the immediate work area supervisors, the machine operators/production workers, the safety committee, the safety manager, and the training manager.The following are suggestions for the distribution of LOTO team tasks and responsibilities.The immediate supervisor of the work area and the mechanical maintenance supervisor often have joint responsibility to assure that machine operators and maintenance mechanics follow and comply with LOTO procedures. A qualified, knowledgeable individual such as the line supervisor or the maintenance supervisor usually decides whether or not the equipment should be locked out and shall be responsible for maintaining records on the procedure. The safety manager is often responsible for assuring overall compliance, coordinating team activities, and conducting the training. The safety committee, the safety manager, the maintenance manager, and/or the line supervisors often conduct the periodic inspections that are required by OSHA. The maintenance mechanics and the machine operators frequently are tasked with compiling the equipment inventory and collecting the machine and equipment data that is used to create energy control procedures. Training, Periodic Inspections and Record KeepingTrainingAll personnel should receive initial awareness level training. All authorized employees should receive additional initial (job and area specific) LOTO training, as well as refresher/update training as needed. When changes in the workplace occur or failure to follow LOTO procedures occurs, refresher training is necessary. Supervisors should receive “authorized employee training” and will be responsible for ensuring that the proper LOTO procedures and practices are observed. All authorized employees should be instructed about lockout procedure and the use and limitations of tags. Each employee will receive training in the recognition of applicable hazardous energy sources and the methods and means necessary for energy isolation and control. All other operating personnel in the affected areas should be instructed about the procedure, the danger, and the disciplinary measures for tampering with locked or tagged equipment.Training will be conducted by designated, qualified individuals such as the maintenance supervisor.. Another designated individual such as the safety manager will maintain training records (e.g., names, work area, date of training or retraining).Periodic InspectionsAnnual periodic inspections of the procedure and a review of the supervisors’ lockout/tagout activity log should be conducted by the qualified individuals such as the safety manager or a member of the safety com-mittee. It is best practice to set a specific time when the annual review inspection of the preceding year’s LOTO activities will be conducted. A designated individual such as the safety manager shall maintain certifications of annual inspections and these records shall be available for OSHA inspection.Record KeepingLOTO-related record keeping shall include but not be limited to the following:• Training records(attendees names, date, topic,trainer name, sample of training material/syllabus, trainer’s credentials, completed quizresults)• Lock & Keyissue records• LOTOactivitieslog (who,what, when,where, why)• LOTOdeviceinventory &location• Master binder of all machine specific LOTOproceduresIt may prove useful to also maintain an Archive binder of all machines that have been taken out of service. Recommended, Generic ProceduresThe following is a generic LOTO procedure that is based on OSHA requirements and practical field experience. To provide maximum employee protection, lockouts are recommended except in extreme cases where it can be demonstrated beyond any doubt that a lockout is not feasible. The maintenance supervisor shall provide the safety manager a listing (if any) of tagged equipment along with justifications for the option on a daily basis. The safety manager shall reserve the right to reject a tagout decision.All safety lockout and danger tag signs shall be uniform in color, shape, and design with RED being the preferred color.Applying Energy ControlsMake a survey to locate and identify all isolating devices to be certain which switch(s), valve(s), or other energy isolating devices apply to the equipment to be locked or tagged out. More than one energy source (electrical, mechanical, or others) may be involved.Basic Rules For Using Lockout or Tagout System ProcedureAll equipment shall be locked out or tagged out to protect against accidental or inadvertent operation when such operation could cause injury to personnel. Do not attempt to operate any switch, valve, or other energy-isolating device where it is locked or tagged out.Sequence of Lockout or Tagout System Procedure■ Preparation For Shutdown• Obtain a copy of the machine specific energycontrol procedure for use during equipmentshutdown.• Notify all affected employees that a lockout ortagout system is going to be utilized and thereason why.• The authorized employee shall know the typeand magnitude of energy that the machine orequipment utilizes and shall understand thehazards thereof.■ Equipment Shutdown• If the machine or equipment is operating, shut it down by the normal stopping procedure(depress stop button, open toggle switch,etc.).• Do not endanger employees during shutdown ■ Energy Isolation• Engage/operate the switch, valve, orother energy isolating device(s) so thatthe equipment is isolated from its energysource(s). Stored energy (such as that insprings, elevated machine members, rotatingflywheels, hydraulic systems, and air, gas,steam, or water pressure, etc.) must bedissipated or restrained by methods such asrepositioning, blocking, bleeding down, etc.• Never pull an electrical switch while it is under load and never remove a fuse instead ofdisconnecting.■ Applying Lockout/Tagout Devices• Lockout and/or tagout the energy isolating devices with assigned individual lock(s) ortag(s).• Use only the standardized devices (lock or tags) supplied.• If tags are used instead of locks, attach them at the same point and in the same manner asyou would a lock. Fill tags out completelyand correctly.■ Control of Stored Energy• Inspect the system to make sure all parts have stopped moving.• Release the tension on springs, or block themovement of spring-driven parts.• Put blocking or bracing in place to preventparts from falling that could fall because ofgravity.• Block parts in hydraulic and pneumaticsystems that could move from loss ofpressure.• Bleed the lines and leave vent valves open.■ Verifying Isolation of Equipment• Make sure all danger areas are clear ofpersonnel.• Verify that the main disconnect switch orcircuit breaker cannot be moved to the ONposition.• Operate the push button or other normaloperating controls to make certain theequipment will not operate.• Return operating control(s) to “neutral” or“off” position after the test.• The equipment is now locked out or taggedout.• During the performance of work, avoid doinganything that could reactivate the equipment.Do not bypass the lockout when putting innew piping or wiring.Use and Control of Padlocks/Keys • Locks should be checked when purchased toensure that no two locks can be opened by thesame key.• Combination locks are prohibited.• Maintenance supervisor(s) will maintain a“safety lock box” containing a serializednumbering of safety locks/keys.• Locks are not transferable between workers.• Lost Keys/Locks: If a key is lost, the lockshould be turned in and re-keyed. If a lockis lost, the keys should be destroyed. Themaintenance supervisor will maintain a goodrecord of lock/key serial numbers to facilitateremoval as necessary.• At a minimum, 4-pin tumbler padlocks shallbe used for lockouts.• Locks will be affixed to the main disconnectswitch hasp at or on the control panel hasp,whichever will completely de-energize theequipment while under repair.• Special plug covers will be provided for “plugin cords” to lockout. The covers will havea means of attaching a padlock to preventinadvertent plugging in at a receptacle.• Automotive maintenance workers willremove the ignition key and maintain it ontheir person.• To the extent possible, valves will be chainedand locked in position, in addition to the “DoNot Open (Close) Valve” tag.Note: The person removing a tag or lock should be sure he/she is not exposing another person to danger. Restoring Machines or Equipment To Normal Production Operations • A f t e r t h eservicing and/or maintenanceare completeand equipmenti s r e a d yf o r n o r m a lp r o d u c t i o no p e r a t i o n s,check the areaa r o u n d t h emachines orequipment to ensure that no one is exposed.• After all tools have been removed from the machine or equipment, guards have beenreinstalled and employees are in the clear, removeall lockout or tagout devices. Operate the energyisolating devices to restore energy to the machineor equipment.Procedure Involving More Than One PersonIn the preceding steps, if more than one individual is required to lockout or tagout equipment, each shall place his/her own personal lockout device or tagout device on the energy isolating device(s). When an energy-isolating device cannot accept multiple locks or tags, a multiple lockout or tagout device (hasp) may be used. If lockout is used, a single lock may be used to lock out the machine or equipment with the key being placed in a lockout boxor cabinet, which allows the use of multiple locks to secure it. Each employee will then use his/her own lock to secure the box or cabinet. As each person no longer needs to maintain his/her lockout protection, that person will remove his/her lock from the box or cabinet.If servicing of equipment lasts more than one work shift, lockout/tagout protection must not be interrupted. Employees completing their shift and preparing to leave the facility must not remove their lock until the next em-ployee to service the equipment is ready to lock out. When an employee who applied a lock is not there toremove it, the “two person rule” will be enacted. The lock may be cut only in the presence of the work area supervisor. Before allowing the lock to be cut, the supervisor will account for all employees working in the area.A report of the emergency procedure outlining the details must be furnished to Safety Manager within 24 hours. The report must include the name of the em-ployee who placed the lock on the equipment and the names of the employee and supervisor who removed the lock.Procedure Involving Vendors and/ or Contract Repair WorkWhenever outside service personnel, contractors, or vendors are engaged in activities covered by the Control of Hazardous Energy (Lockout/Tagout) Standard, they will adhere to the Host Employer’s Energy Control Program. The contractor will receive training on the Host’s LOTO program as part of Contractor Safety Orientation. Repairmen and workers performing service contracts shall inform host company personnel of his or her employer’s energy control procedures. In some instances, the contractor may be required to sign a waiver, relieving the company of any liabilities while on site. The contractor will comply with the equipment-specific energy control procedures provided by the host employer’s authorized representative such as the project managers and maintenance personnel. The host employer’s maintenance personnel and the contractor will perform a multiple person LOTO in all systems, equipment and machines that the contractor is servicing.Lockout Don'tsFuses: Removing fuses is not a substitute for locking out. The fuse box must be locked to provide positive lockout.Intermittently Operating Machines: Some equipment such as fans, pumps, blowers, and compressors operate intermittently (on and off). Do not assume equipment is off because it is not in the “on” mode during inspection. Check disconnect and lockout in the “off” position.Multiple Energy Sources: For some heavy machinery such as punch presses, which have hydraulic or pneumatic power in addition to electrical energy, do not lock out only one source of energy and assumecomplete lockout. Be sure to check all applicable energy sources on a case-by-case basis.Remote Controls and Switches: Do not guess at what controls apply to what machines. All disconnects and valves must be clearly marked and multiple connections from the same panel positively identified. Key Control: Never loan your safety padlock key to another person. You are personally responsible for your own safety.Verification of Isolation: Always recheck a lockout prior to resuming repair work on equipment that has been locked out or tagged out. Do not assume it is safe.Once a LOTO procedure is established it shall not be modified in part or whole without review and approval of and coordination with the appropriate members of the LOTO team.★Group field LOTO data into equipment groupsAppendix A - Energy Control Program Development Flowchart★Collect LOTO data for all machines and equipment★Develop a general LOTO SOP for each equipment group★Develop a machine specific LOTO for each piece of equipment★Assemble a master LOTO binder that contains a copy of each machine specific LOTO. The master binder should be centrally located.★Develop, assemble, and distribute“area specific” LOTO binders for specific work group areas.★Attach a card to each piece of equipment that contains “machine specific” LOTO SOP and precautions.Appendix B - InstructionsCompletingEnergy Control Procedure Form(Draft working copy to be completed by mechanic or machine operator)• This form is written for each piece of equipment separately.• Inventory all energy sources and LOTO points for each piece of equipment.• The equipment is then grouped according to common procedures and/or common function groups.(This form is generally hand written.)This form is also good for keeping inventory of equipment. New forms should bemade as new equipment is acquired.Appendix B- FormEnergy Control ProcedureMaster Control CopyDate Written ______________________ Date of Revisions: ___________________________________ Procedure Written by __________________________________________________________________ Reviewing Personnel __________________________________ Date Reviewed_________________ ___________________________________________________ Approvals __________________________________ Date Approved_________________Procedure DescriptionEquipmentDescription _________________________________________________________________________ Serial Number ______________________________________________________________________ LocationLocation of Equipment _______________________________________________________________ Area or Department __________________________________________________________________ Lockout Device NeededDevice ____________________________________________________________________________ Lockout ProcedureProcedure__________________________________________________________________________ ___________________________________________________________________________________ ___________________________________________________________________________________ ___________________________________________________________________________________ VerificationHow to Verify Lockout is complete______________________________________________________ ___________________________________________________________________________________ ___________________________________________________________________________________ ___________________________________________________________________________________ Release and Start UpRelease Procedure____________________________________________________________________ ___________________________________________________________________________________ ___________________________________________________________________________________ ___________________________________________________________________________________Appendix C - InstructionsCompletingEquipment Detail List Form• This form is made from the procedures in Appendix B. A list is needed for each type of procedure.• Corresponding LOTO numbers can be given to lists of procedures, then this LOTO number can be put on the equipment so no mistake is made on which procedure is used.。

Job Title: Chief Cashier职位：收银主管Department: Finance部门：财务Effective Date:就职日期：O R G A N I Z A T I O N S T R U C T U R E组织结构Reports To: Income Auditor汇报给：收入审计师Direct Subordinates: Front Office Cashier前厅部收银员直接下属： F&B Cashier餐饮部收银员S C O P E职责范围Chief Cashier responsible for manage the cashering function of the hotel ensuring accuracy, efficiency and guest satisfaction whilst minimising losses.收银主管负责收银管理并保证收银的准确、高效同时确保客人满意。

P R I M A R Y R E S P O N S I B I L I T I E S基本职责1 . Leadership领导能力1)Sets and maintains service standards.确保服务标准。

➢Clearly describes standards.➢清楚地描述服务水准。

➢Constantly compares performance to standards.➢时刻用服务水准来衡量自己的表现。

2)Leads the team.领导团队➢Upfront, hands on, visible leadership.➢出色的领导能力3)Motivates employees.鼓励员工➢Provides positive feedback & reinforcement.➢反映积极的反馈同时强调服务标准➢Listens effectively.➢有效听取员工意见。

1、目的：专用于无菌原料药生产的。

建立该程序的目的是为了保证无菌区空气。

2、适用范围：A级、B级、C级、D级生产区的尘埃粒子控制和频率；可接受标准；出现不符合情况的措施计划。

3、职责：工程部人员负责尘埃粒子在线监测系统操作、数据检查、偏差汇报。

QA负责手动尘埃粒子检测、报告。

负责在线监测数据的复核及检测报告的存档。

QA、生产部、工程部负责尘埃粒子超标调查。

4、程序4.1监测指标及频率：4.1.1 检测标准4.2.1在净化空气系统正常运行不少于10min后开始。

4.2.2测试12号、34号房间时，风幕开启不少于10min后开始。

4.3测试状态静态测试时测试人员不得多于2人。

4.4采样高度：采样点一般与操作面水平（离地面0.8m～1.5m高度）。

4.5采样布点原则：关键操作点，应避开回风口。

4.6采样时，测试人员应在采样口的下风侧。

4.7 采样量4.7.1 A级、B级采样量每个点不少于1000L。

实际每个点采样量为50L/min×20min×1次。

4.7.2 C级、D级采样量每个点V≥20/C×1000，V指的是单个点的最小采样量，C指的是相对应级别最大粒子的限度。

实际每个点采样量为C级、D级50L/min×1min ×2次。

4.7.3 取样点选取根据房间的面积，具体参照N≥S，N表示取样点的数量，S表示检测房间的面积。

具体采样点位置和数量见附件4。

4.8在线检测4.8.1工程部人员负责尘埃粒子的在线检测，每周打印一次数据，主管检查签字后交于质量保证部存档。

4.9手动检测4.9.1质量保证部QA人员负责尘埃粒子的手动检测，检测仪器：3400型便携式空气粒子采集器。

4.9.2准备4.9.2.1接通电源开关，启动仪器,界面显示“conunter navigation”,根据需要对相关内容设置。

4.9.2.2按下“settings”键，显示屏显示“sample setup”界面。

雅思口语Part1范文：Work&study工作和学习雅思口语考试话题类型多种多样，掌握每种话题的表达方法，才能以不变应万变，今天小编就来给大家分享一下，雅思口语Part1范文：Work&study 工作和学习，更多雅思口语话题范文，欢迎随时关注店铺。

雅思口语Part1：Work&study 工作和学习work1.Do you work or study?I graduated a few years ago and I’m now in full time employment.2.What is your job?I’m currently an English teacher working for the British Council in Ho Chi Minh City.3.Why did you choose that job?I was previously a lawyer and found it to be really stressful and never had any free time, so after quitting that job I thought teaching might be the complete opposite of being a lawyer, you know not as stressful and more time off.4.Are there lots of English teachers in Ho Chi Minh City?Oh yes! There is a such a big demand for English as a second language here and it’ s also quite a cheap place to live compared to many other big cities in Asia.5.Do you enjoy your job?Most of the time. It’s very rewarding to be able to help people every day and the students here are very hardworking and fun to teach, but you sometimes have lessons that do go so well and the money could always be better.6.Do you get on well with your co-workers?Yes, fine. I don’t really see work as part of my social life, soI don’t socialis e with them, so I suppose I could be more friendly, but it’s just my nature to be a bit colder withcolleagues. I think it’s more professional to be that way.7.What was your first day at work like?There were lots of teachers starting at the same time as me, 10 I think, so we all had a big induction day. The more senior teachers ran workshops with us to familarise us with the different systems they had and then we went for a team dinner in the evening.8.What responsibilities do you have at work?All of the teachers main responsibility is to plan good lessons and then teach them to the best of our ability. On top of that we have several admin. tasks to carry out like mark homework, fill out attendance sheets and write reports.9.Would you like to change your job in the future?Yes, as I said before, I like working by myself, so I would like to be my own boss. I’ m currently developing my own website, so if it’s successful I will leave teaching and work on it full time. This will also give me more time to work on other projects.10.What is your typical day like in work?I normally have 2 or 3 classes in the evening and I start the day by doing all the planning at home. This normally takes between an hour or two depending on the lessons. I then take the rest of the day to spend with my family, before going to work around 3 to print off my materials and then I teach all evening.11.What would you change about your job?As with most English teachers, we have to teach what is on the curriculum and this can mean that you are teaching some things that are quite boring or not very useful for your students, so I would like to have more freedom to teach outside thesyllabus.12.What do you do?Presently, I am working with Fox Traveller as a host for their show that involves travelling around India and discovering its culture and people. We already have covered the southern part of India and now we shall be moving towards the eastern part. The show will go on air in January next year.13.What are your responsibilities at your work place?My main objective is to make sure that we get the information required. So, for instance, if we are travelling to Mysore, instead of talking about the places everyone goes, I need to make sure we cover the places no one ever has. Like the best and the cheapest place to eat. It requires lot of research and I mostly go to the place 10 days before our team arrives.14.How many hours do you work each day?Well, we don’t have any particular routine. Sometimes the work demands us to work ten hours, sometimes more than that, sometimes less. So, it is all on the location and the time it requires to give us the required information. Also, for me this is something that I love, so mostly work doesn’t seems like work.15.Do you enjoy your work?Oh! I love it. The feeling that you get after meeting so many people and talking with them and realizing how happy they are after all the issues they have. I remember we went out to shoot a village in Mysore and initially we thought the people would be very unhappy because of the limitations they had, but to our surprise they were all very happy and it was fun knowing their ways of living.16.If given a chance to change your work place, would you do that?At present, my workplace is great for me. I am loving the people I work with and enjoy the work that I am doing. So as of now, I don’t see myself changing the place. But, may be after some time, if the work is getting repetitive or there is no more learning for me, I may change.17.Is there some other kind of work you would prefer to do?I surely love the work that I do, but may be if time allows, instead of hosting shows I would prefer writing about my experiences of the places I visit. May be because when one writes a lot more gets expressed which is not possible why saying things off in television.18.If you could change your profession, what would you do?Well, I think may be I will open a company that gives equal education rights to people. While travelling, I realized that there are so many children who don’t ge t education, and even if they get it is not of good quality. So, I will open a business that provides good quality education to people who cannot afford it.Study1.Do you work or study?I’m currently a student at Queen’s University, Belfast.2.What do you study?I study law because it’s a really well thought of degree and I’m hoping to pursue it as a career in the future.3.Is it a popular subject at your university?Very popular, in fact it’s one of the most sought after courses. I think there are about 350 people reading law at Queen’s. I think lots of student’s parents want them to study law so they can get a good job after they graduate.4.Do you enjoy studying it?It’s such a huge subject that there will always be parts youlike and parts you don’ t li ke. I find Human Rights fascinating because it can really make a difference to peoples’ lives. On the other hand, modules like Land Law and Equity are really boring.5.Do you get along with your classmates?Yes, they are all really great. Most people like to socialise together in the evenings and this makes us a very tight group. If you know someone socially, it is much easier to work together in class.6.If you could change to another subject, what would it be?I planned to study medicine, but then when I went on work experience I fainted at the first sight of blood, so definitely not that. I’m a real history buff and read books about World War 2 all the time, so I suppose it would have to be Modern History.7.Do you plan to use the subject you are studying in the future?Yes, I’ve already started to apply for jobs as a lawyer. We normally have to secure a job a year before we graduate and then work very hard to get a high overall mark. After that, I will probably do a Masters in law to become a specialist in one particular area.8.What is the most difficult part of your subject?You have to remember lots of legislation and cases and not only remember their names, but also how the affect each part of the law and how they interact with each other. Physically it can also be exhausting because we have to read very dense texts fora few hours every day.9.What would like to study in the future?As I said before, my favourite type of law is Human Rights, so I would like to do a masters in International Human Rights Law. it’s right at the cutting edge of my field and there are also lotsof very high profile cases in the media, so it’s really exciting and something I would like to become an expert in.10.Why did you choose your university?Mostly because it is close to my hometown and most of my friends were going there. I kind of regret it now. It’s a great university, but because it’s so close to home it doesn’t give you much of a chance to experience new things and meet new people. If I were to choose again, I’d stu dy abroad.雅思口语考试中你所不知的那些方法在雅思口语的考试当中，打动考官是至关重要的一点。

清真认证审计的范围现场审核！！！什么时候进行？ 几个审核员？ 几天？ 审什么？什么时候？当LPPOM的系统中相关部门对文件审查通过以后才可以安排现场审核！咨询和沟通 提交申请书 上传系统 文件审核通过?什么时候？文件审查通过后安排行程2周形成被批准到 3周购买国际机票现场审核几个审核员？两个 或者三个 或者四个几天？一天以上两天或三天或四天或五天或六天或七天等现场审核--我们审什么？三个方面文件任何能证明原辅料是清真的文件和资料现场设备、现场、仓储、运输等硬件是否可以生产清真产品体系HAS体系（清真保证体系）的建立和执行情况的证据文件任何能证明原辅料是清真的文件和资料用来证明原辅料清真性 的文件大致有七类（主要用于对供应商的生产）文件任何能证明你持续性采购和使用某个供应商的 原辅料的文件 采购原辅料的文件包括 订单、发票、合同、合格供应商列表 使用原辅料的文件 工艺流程、生产记录、配方、标签、仓库台帐等现场设备、生产线、仓储、运输等硬件是否可以生产清真产品几条生产线？ 所有生产线是否都用来生产清真产品？是否所有的产品都申请清真认证？ 厂区内有没有生产非清真产品？ 集团内其他工厂是否生产同一品牌的产品？ 每条生产线是否都物理上分割的？ 清真仓库是单独的还是和其他产品公用的？ 运输工具有没有被非清真污染的可能性？如果是非发酵产品的公司审核员要看：生产现场 原辅料仓库 成品仓库如果是发酵产品的公司审核员要看：生产现场 原辅料仓库 成品仓库和发酵实验室体系证据 HAS体系（清真保证体系）的建立和执行情况的HAS有没有按照公司的实际生产情况建立？ 建立的HAS体系有没有融合在公司的ISO等其他管理体系中？ 所建立的HAS是否能被公司的各个部门执行？如果执行了，那么执行的证据呢？现在现场审核是基于 的 个条款进行的最后对 个条款的审核结果形成一 个报告Auditing scope in Site:Checking conformity with HAS Criteria : 1. Halal Policy 清真政策 2. Halal Management Team 清真管理团队 3. Training and Education 培训和教育 4. Materials 原辅材料（包括原辅材料、添加剂和加工助剂） 5. Products 产品 6. Production Facility 生产设备 7. Procedure of critical acitivities 关键生产过程 8. Handling of Products that not Meet Halal Criteria 不合格产品处理 9. Traceability 追溯 10. Internal Audit 内审 11. Management review 管理评审1. HALAL POLICY 清真政策Auditor will check : ` Halal Policy has been stated？清真政策有没有被清楚的阐明? ` Halal Policy been socialized for all company’s stakeholder?(Including top management, halal management team, employees, toll manufacturers and suppliers) 清真政策是否被广泛的宣传？ 宣传给谁？给股东、管理层、员工、客户、 供应商、以及其他利益相关者如代加工和 贸易商等 宣传的方式有几种？ ` Evidence of socialization 宣传的证据？2. HALAL MANAGEMENT 清真管理团队Auditor will check :` Halal Management Team has been established? 有没有建立一个清真事务管理团队？` Responsibility of the team clearly defined? 清真管理团队的职责有没有被清晰的界定？` Top management provides the resources which are needed for the preparation, implementation and continual improvement of halal assurance system? 管理层有没有提供相应的财力物力人力等资源以便清真管理 团队进行HAS的建立和执行？` Halal management team consist of all parties involved in critical activities (Qualification?)` 清真管理团队的成员必须来自关键的生产经营活动的部门。

Title Technical Training and Development Procedure NO.HR-TRAINING-009版本号Rev 1.0发布日期Released Date18 Apr, 2006页次Page1 of 7修订记录Revision History编制人Author发放日期Release Date生效日期EffectiveDate修订内容Change Description版本号RevJocelyn Shi18 Apr, 2006 18 May, 2006First release 1.0批准Approvals职位Position签名Name日期DateCorporate Training &Development ManagerQinna 18 Apr, 2006Title Technical Training and Development Procedure NO.HR-TRAINING-009版本号Rev 1.0发布日期Released Date18 Apr, 2006页次Page2 of 71. PURPOSE目的The procedure serves to standardize a set of workflow to ensure technical staffs acquire essential functional skills规范公司技术类员工的培训与发展流程2. SCOPE范围All Hi-P group of companies所有赫比公司3. DEFINITIONS定义3.1 Technical Staff: The staff who is responsible for design, processing, equipment troubleshootingetc with technical operation技术类员工：从事设计、加工、工艺制定、设备维修等进行技术类工种操作的员工。

培养登记表考察情况范文英文回答：1. Assessment of Training Register.The Training Register is a comprehensive document that provides a record of all training activities conducted within an organization. It serves as a valuable tool for tracking employee development, identifying training needs, and monitoring the effectiveness of training programs.2. Importance of Maintaining an Accurate Training Register.Maintaining an accurate Training Register is essential for several reasons:Compliance with Regulations and Standards: Many industries and jurisdictions have regulations or standards that require organizations to maintain records of employeetraining.Legal Defense: In the event of an accident or lawsuit, the Training Register can provide documentation of the training provided to employees, which can help defend against liability claims.Identification of Training Needs: By reviewing the Training Register, organizations can identify areas where additional training is needed or where existing training programs may require modification.Monitoring Training Effectiveness: The Training Register allows organizations to track employee progress and assess the effectiveness of training programs. This information can be used to make improvements and ensurethat training meets the intended objectives.Succession Planning: The Training Register can assist in identifying employees who have received specialized training or have demonstrated leadership potential, aiding in succession planning efforts.3. Key Components of an Effective Training Register.An effective Training Register should include the following key components:Employee Information: Name, employee ID, job title, department.Training Course Information: Course name, description, duration, instructor, date(s) of attendance.Training Objectives: Specific goals and outcomes of the training.Assessment Results: Evaluation of employee performance during and after training.Follow-Up Actions: Plans for reinforcing training or addressing any identified gaps.Certification or License Information: If applicable,documentation of any certifications or licenses obtained through training.4. Best Practices for Maintaining a Training Register.To maintain an effective Training Register, organizations should follow these best practices:Regular Updates: The Training Register should be updated regularly and consistently to reflect all training activities.Centralized Repository: The Training Register should be stored in a centralized location for easy access by authorized personnel.Data Security: Measures should be implemented to protect the confidentiality of employee training records.Employee Access: Employees should have access to their own training records to track their development andidentify areas for improvement.Regular Review: The Training Register should be reviewed periodically to ensure accuracy and identify any areas for improvement.中文回答：1. 培养登记表考察情况。