Post-violation four-dimensional linkage management method based on key elements

Abstract

The invention discloses a four-dimensional linkage management method after violation based on key elements, and the method comprises the steps: recognizing a personal chip of an employee and sending an alarm after a system judges that the violation behavior of the employee is true, and prompting an inspector to correct management; the supervisor judges the violation type through safe communication; the four key consideration factors are combined to determine the hierarchy of the employee violation behaviors in the violation investigation hierarchy pyramid, and employee punishment measures and management methods are clarified; after coordination confirmation, the supervisor organizes and reports employee violation information to an enterprise violation behavior database, and performs statistics and analysis to perfect the database; and the violation behaviors of the employees are brought into a safety assessment system, so that the employees undertake corresponding reward and punishment incentives in a fixed period. According to the method, whole-process management of behavior identification, reason investigation, behavior punishment, behavior correction and follow-up behavior tracking and observation after the enterprise employees violate rules is realized, a targeted punishment mode and a management method are provided according to the employee violation types, and accurate and human-based management after the enterprise employees violate rules is realized. The method has practical guiding significance in fundamentally correcting the violation intention of the employee, changing the safety attitude of the employee and correcting the violation of the employee.

Description

Technical Field

[0001] The present invention relates to the technical field of enterprise employee violation management, and in particular to a four-dimensional linkage management method after violation based on key elements. Background Art

[0002] In the production and operation activities of enterprises, safety accidents caused by violation behaviors are common and frequent. According to statistics, more than 80% of accidents are caused by violations. Violation of disciplines has become a major "enemy" in the safe production of various industries. Due to various restrictions such as enterprise production conditions and employee operation levels, it is difficult to eliminate human operation errors such as violations in actual production. Therefore, after a violation occurs, it is of great significance to learn from the accident experience and lessons, adopt effective management methods and conduct effectiveness analysis on them, so as to prevent the occurrence of violation behaviors to the greatest extent, improve the production quality and efficiency of enterprises, protect the lives and safety of employees, and reduce the property losses of enterprises.

[0003] Currently, for the management of enterprise employees after violations, the combination of theoretical research and technical research is not close enough, and they work independently, lacking an effective cooperation mechanism. When introducing the management methods after violations, from the technical research level, through technologies such as the Internet of Things, intelligent perception, and recognition algorithms, a certain link in the whole process of enterprise employee violation management is strengthened, such as violation behavior recognition and violation behavior monitoring, to reduce violations. On the theoretical level, it mainly focuses on aspects such as the construction of rules and regulations and the strengthening of safety training and publicity and education, which are used to solve common problems. In addition, in the treatment of employees who violate regulations, enterprises generally adopt management strategies of "combining safety penalties with safety training" and "combining economic penalties with administrative penalties". This mode has a significant deterrent effect on employees, but it still has not significantly changed the violation behaviors of employees, and instead it is easy to form a situation of substituting punishment for management.

[0004] Therefore, in order to effectively manage enterprise employees after violations, especially to fundamentally correct the intention of employees to violate regulations, change the safety attitude of employees, and correct the violation behaviors of employees, and to control and correct the first violation of employees and avoid multiple violations, it is particularly important to invent a management method for enterprise employees after violations. Summary of the Invention

[0005] The purpose of the present invention is to provide an experimental device that can monitor the initiation and propagation of fractures in real time during the on-site coal seam hydraulic fracturing process to improve the deficiencies of the above-mentioned existing technologies. This device can realize the real-time monitoring of the initiation and propagation of fractures caused by hydraulic fracturing during the coal body hydraulic fracturing process. At the same time, the present invention also proposes an experimental method for this experimental device.

[0006] To achieve the above object, the present invention provides a test experimental device for the generation and propagation of hydraulic fracturing cracks in in-situ coal seams. The device consists of a pulsating water injection system for injecting water into the coal seam, a three-dimensional fluorescence imaging system for observing the generation and propagation of cracks, and a radioactive tracer imaging system.

[0007] The pulsating water injection system for injecting water into the coal seam includes a liquid storage tank, a pulsating pressure pump, and a stainless steel metal hose. A specific fracturing fluid is added to the liquid storage tank, and the fracturing fluid is mixed with a fluorescent substance and a radioactive substance. The left side of the pulsating pressure pump is connected to the liquid storage tank through an adapter for subsequent disassembly and storage. The stainless steel metal hose is connected to the right side of the pulsating pressure pump through an adapter. The pulsating pressure pump can adjust the pressure size through a button, and a display screen is provided on the surface of the pump to display the pressure size and the pressurization time in real time. The pressure pump drives the fracturing fluid in the liquid storage tank into the stainless steel metal hose. The tail end of the stainless steel metal hose is connected to the fracturing pipe through an adapter. The fracturing pipe is pre-placed inside the fracturing hole and sealed. A transparent pipe is embedded in the fracturing pipe, and a small hole is opened at the upper end of the transparent pipe for the image acquisition device to move into the transparent pipe to observe the generation and propagation of cracks.

[0008] The three-dimensional fluorescence imaging system for observing the generation and propagation of cracks includes a fluorescence signal detector, a wire, and a computer. The fluorescence signal detector is placed at the bottom of the transparent pipe through the opening of the transparent pipe and is connected to the computer through a wire. The fluorescence signal detector can receive fluorescence signals. The signals emitted by the fluorescent substance are monitored by the fluorescence signal detector to obtain parameter information such as excitation wavelength, emission wavelength, and fluorescence intensity. The relevant parameters are corrected through the three-dimensional fluorescence spectrum data software platform in the computer. The three-dimensional reconstruction of the liquid flow trajectory in the small-scale crack initiation area inside the coal body can be carried out through the Origin software in the computer.

[0009] The radioactive tracer imaging system for observing the generation and propagation of cracks includes a radioactive detector, a wire, and a computer. Four positioning holes are drilled symmetrically at a position 10 cm away from the fracturing hole. The radioactive detector is placed in the positioning holes. When the fracturing fluid mixed with the radioactive tracer flows in the cracks, the signals emitted by the radioactive substance are monitored by the radioactive detector, and the data is processed through the least squares method and the Gauss-Seidel iteration algorithm. The radiation field reconstruction is carried out based on the source activity inversion calculation to achieve the three-dimensional reconstruction of the liquid flow trajectory inside the coal body.

[0010] The embedded transparent pipe and the fracturing pipe are integrally designed. The length of the transparent pipe can be adjusted according to the actual length of the fracturing pipe, and the lower end of the transparent pipe is designed as an arc to facilitate the smooth entry of the fluorescence signal detector into the bottom of the transparent pipe and its movement inside the pipe.

[0011] The pulsating pressure pump can adjust the pressure through a button, and a display screen is provided on the surface of the pump, which can display the pressure and the pressurization time in real time. Some devices are connected through an adapter, which facilitates the installation, disassembly and storage of the devices and is convenient for maintenance in case of failure.

[0012] The fluorescent substance is fluorescein isothiocyanate, and the radioactive substance is uranyl acetate.

[0013] An experimental method for a field coal seam hydraulic fracturing crack generation and propagation test experimental device includes the following steps:

[0014] Step 1: Drill holes in the coal seam to be hydraulically fractured. The drilling size depends on the size of the fracturing pipe. After the drilling is completed, drill four positioning holes at a position 10 cm away from the fracturing pipe. The four holes are symmetrically shaped, and the distance between adjacent holes is equal.

[0015] Step 2: After the drilling is completed, pre-place the fracturing pipe in the fracturing hole and use corresponding sealing materials for sealing to ensure good sealing performance.

[0016] Step 3: Fill the liquid storage tank with an appropriate amount of clear water, add the fluorescent substance and the radioactive substance into the liquid storage tank according to the corresponding ratio and stir to make them fully mixed.

[0017] Step 4: Connect the liquid storage tank, pulsating pressure pump, stainless steel metal hose, and fracturing pipe through an adapter. Place the fluorescent signal detector inside the fracturing pipe and place the radioactive detector in the four positioning holes, and connect them to the computer through wires.

[0018] Step 5: Check whether all devices are tightly connected. After confirming that the connection is correct, start the computer, fluorescent signal detector and radioactive detector. After the signal receiving software in the computer is opened, start the pulsating pressure pump, and stop the experiment when the fracturing fluid enters the positioning hole.

[0019] Step 6: Save the signals received in the computer, take out the radioactive detector in the positioning hole and the fluorescent signal detector in the fracturing pipe, disassemble each device through the adapter and place them in the corresponding area.

[0020] Step 7: Through the signal processing software and related algorithms in the computer, perform three-dimensional imaging on the crack initiation area and the flow trajectory of the fracturing fluid when flowing inside the coal seam respectively.

[0021] The present invention adopts the above structure and has the following beneficial effects compared with common coal seam hydraulic fracturing crack observation devices:

[0022] The present invention optimizes the existing problems in the test of the generation and expansion of hydraulic fracturing cracks in underground coal seams, and proposes to add fluorescent substance fluorescein isothiocyanate and radioactive substance uranyl acetate to the fracturing fluid. The radioactive substance has weak radioactivity and can greatly reduce the harm to the experimenter. The three-dimensional fluorescence imaging system and the radioactive tracer imaging system are used to realize the visualization of the liquid flow path of the generation and expansion of hydraulic fracturing cracks in coal seams. The three-dimensional fluorescence imaging system is used to observe the crack initiation area and image the crack during the hydraulic fracturing process, and the radioactive tracer imaging system is used to observe the flow trajectory of the liquid when it flows inside the coal seam. By combining the two, the generation and expansion of cracks in the on-site coal seam hydraulic fracturing process can be observed. The lower end of the transparent tube embedded in the fracturing tube is designed as an arc, which facilitates the camera to smoothly enter the bottom of the transparent tube and move inside the tube. The components of the test system are connected through a transfer interface, which is convenient for installation and disassembly. The imaging machine and computer used in the experiment are explosion-proof. BRIEF DESCRIPTION OF THE DRAWINGS

[0023] Figure 1 A schematic flow chart of a four-dimensional linkage management method after a traffic violation based on key elements provided in an embodiment of the present invention.

[0024] In the figure:

[0025] 1-computer; 2-water pressure regulating button; 3-pulsating pressure pump; 4-liquid storage tank; 5-adapter 1; 6-display screen; 7-adapter 2; 8-stainless steel metal hose; 9-adapter 3; 10-fracturing pipe; 11-conductor wire; 12-sealing material; 13-positioning hole; 14-fracturing hole; 15-transparent tube; 16-fluorescent signal detector; 17-radioactivity detector; 18-on-site coal seam. DETAILED DESCRIPTION

[0026] As shown below, the technical solutions in the embodiments of the present invention are clearly and completely described in conjunction with the accompanying drawings in the embodiments of the present invention. Obviously, the described embodiments are only part of the embodiments of the present invention, not all of the embodiments. Based on the embodiments of the present invention, all other embodiments obtained by ordinary technicians in this field without creative work are within the protection scope of the present invention.

[0027] The embodiments of the present invention will be described in further detail below with reference to the accompanying drawings. Figure 1 The figure is a flow chart of a four-dimensional linkage management method after a traffic violation based on key elements provided by an embodiment of the present invention, the method comprising:

[0028] Step 1: After the system determines that the employee’s violation is true, it identifies the employee’s personal chip and sends an alarm, prompting the inspector to correct the management.

[0029] In this step, the system mentioned is an intelligent safety supervision system, which integrates multiple functions such as access control, real-time monitoring, and alarms;

[0030] Regarding the access control function, the enterprise embeds a chip in essential safety equipment such as safety helmets or safety protective clothing according to the positions of employees and the types of operations they engage in. When employees enter or leave the enterprise, they must pass through face recognition and radio frequency technology to read their personal chip information, thereby realizing the access control function;

[0031] Regarding the real-time monitoring function, the enterprise installs intelligent cameras in the workplaces of employees and is equipped with YOLO series algorithms. These algorithms have efficient target detection capabilities and fast detection speeds, can process video streams in real time, and accurately identify specific targets in the pictures;

[0032] This measure not only urges employees to use personal safety protection equipment during work but also ensures that the work behaviors of each employee are monitored.

[0033] Regarding the alarm function, once the system confirms that a violation behavior is true, it immediately identifies the personal chip of the involved employee. Subsequently, the system issues an alarm to prompt on-site inspection personnel to promptly correct and manage the violation behaviors of employees.

[0034] Step 2: Through safety communication, the supervisors judge the types of employees' violations;

[0035] In this step, the so-called safety communication specifically means encouraging and requiring the safety behavior supervision group, inspection supervisors, and violators to conduct face-to-face communication, playing guiding, exemplary, and caring roles.

[0036] The safety behavior supervision group is established to actively play the key role of the safety leadership of all levels of enterprise management. It encourages and requires all levels of management, especially senior management, to "leave the office, enter the site, enter the post, and enter the employees", and forms a safety behavior supervision group led by senior management, with middle management as the backbone and grass-roots management as the main body. The work of the safety behavior supervision group includes correcting and investigating the violation and disciplinary behaviors of enterprise employees, supervising and guiding the work of on-site inspection supervisors, investigating and handling violation accidents with a relatively high or higher violation level, caring about employees at all levels and conducting effective communication with them, etc.

[0037] The so-called play guiding and exemplary roles include publicly making safety commitments, informing potential consequences, correcting and guiding violation behaviors;

[0038] Regarding the publicly making safety commitments, before starting work, all levels of personnel publicly make visible and positive safety commitments and sign work safety responsibility letters, clarify their own safety responsibilities, and regularly report their performance in subsequent work;

[0039] The above-mentioned notification of potential consequences enables rule-violating personnel to truly realize the harmfulness of rule-violating behaviors from the bottom of their hearts and make positive corrections by informing employees of the potential dangerous consequences of rule-violating behaviors.

[0040] The above-mentioned correction and guidance of rule-violating behaviors correct employees' rule-violating behaviors and guide employees to master correct behaviors through the words and deeds, demonstration practices, and communication of the leadership, so as to standardize employees' own behaviors and strengthen their safety awareness.

[0041] The exertion of the above-mentioned care function is specifically reflected in that middle and senior leadership understand the basic situation of employees' positions through communication, including work intensity, work content, salary and benefits, etc., to appease employees' emotions, answer difficult questions in work, relieve employees' psychological pressure, and then stimulate employees' work enthusiasm and encourage all levels of management and grass-roots personnel to actively participate in safety affairs.

[0042] The above-mentioned on-site supervisors first judge the type of rule violation. In specific implementation, on-site inspection supervisors rush to the scene immediately after receiving an alarm and, relying on the intelligent safety supervision system and the enterprise rule-violation database, first judge the type of rule violation through safety communication.

[0043] The above-mentioned types of rule violations are divided into two major categories: internal cause rule violations and external cause rule violations. Internal cause rule violations are mainly caused by employees' own reasons and are divided into three categories: out-of-control rule violations, intentional rule violations, and ignorant rule violations; external cause rule violations are caused by external factor interferences and are divided into three categories: human interference rule violations, machine interference rule violations, and environmental interference rule violations.

[0044] The above-mentioned enterprise rule-violation database consists of two parts: a rule-violation module and a rule-violation learning module.

[0045] The above-mentioned rule-violation module includes employees' rule-violation behavior files, typical cases of employees' rule violations, and statistical analysis of employees' rule-violation behaviors.

[0046] The content of the above-mentioned employees' rule-violation behavior files covers the following six parts: employees' personal information, employees' rule-violation information, key consideration factors, employees' punishment measures and management methods, employees' safety training information, and others.

[0047] The above-mentioned employees' personal information covers three parts: personal biographical characteristics, personal qualities and roles, and work tasks. Personal biographical characteristics include age, working years, personality traits, gender, and living habits. Personal qualities and roles include education background, working years, professional title, professional and technical qualifications, honors obtained, skill level, and labor discipline. Work tasks include work intensity, work position, risk level, and technical difficulty.

[0048] The above-mentioned employees' rule-violation information includes employees' rule-violation time and location, rule-violation reasons, employees' rule-violation types, employees' rule-violation levels, rule-violation processes, and rule-violation consequences (including possible consequences).

[0049] The described penalty measures and management methods include the implementation processes of access control, real-time monitoring, and alarm functions in the intelligent safety supervision system, uploading photos of system monitoring and identifying employees' violation behaviors; the results of safe communication between supervisors or supervision teams and violators; the progressive penalty levels for employees' violations; specific penalty measures and management methods

[0050] The described employee safety training information includes the content of employee safety training, training duration and time setting, training methods, training modes, safety training assessment, and employees' safety assessment scores.

[0051] The described "Others" include remarks for violating employees, supervisors, and management personnel. Violating employees, supervisors, and management personnel fill in other supplementary information here.

[0052] The described typical cases of employees' violations cover typical cases of employees' violations within the enterprise and in the industry, providing a reference basis for supervisors to judge the types of violations and the basic handling directions.

[0053] The statistical analysis of employees' violation behaviors deeply analyzes the key problems in violation management through the data summarized in the database, so as to provide a basis for the formulation and implementation of subsequent management decisions.

[0054] The described violation learning module includes online violation training and a violation learning library;

[0055] The described online violation training conducts safety education and training through online lectures;

[0056] For the described violation learning library, based on the job business requirements, types of violations, and individual learning situations, the violation learning library customizes question banks for violators' daily learning and quizzes, and forms the final score with a certain proportion of the daily learning performance and the results of safety training assessment as the basis for whether employees pass the assessment.

[0057] Step 3: Combine the four key consideration factors to determine the level of employees' violation behaviors in the pyramid of violation investigation levels, and clarify the penalty measures and management methods for employees;

[0058] The four key consideration factors include violation history records and safety basic scores, violation consequences (including possible consequences), employees' violation attitudes, and whether remedial measures are taken afterwards.

[0059] For the described pyramid of violation investigation levels, different penalty measures are taken according to the types of employees' violations, and it is divided into three levels. From the bottom to the top, they are the first-level violation behaviors, the second-level violation behaviors, and the third-level violation behaviors. The more serious the degree of violation consequences (including possible degrees) caused by employees' violation behaviors, the more severe the corresponding penalty measures.

[0060] The non - compliance behaviors at the first level include two major categories: out - of - control non - compliance and ignorance non - compliance. The non - compliance behaviors caused by objective reasons rather than subjective will or personal negligence of employees, so no punishment measures will be taken for the non - compliance behaviors at this level.

[0061] The out - of - control non - compliance behaviors are those caused by employees' physical discomfort, mental distraction or high tension, etc., and also those caused by perceptual errors such as color blindness and other defects. First, the patrol personnel should take first - aid measures according to the physical condition of the employees and ensure the normal operation of each post at the work site. Secondly, the enterprise's human resources management department is responsible for contacting the appraisal agency to verify the physical and mental state of the employees. For those who are not suitable to continue their current jobs according to the appraisal results, employment forms and safety communication, etc., procedures such as job transfer, sick leave, retirement or dismissal should be handled. And after the employees return to their posts or are transferred to other posts, their physical and mental state and job adaptability should be continuously tracked and analyzed. In addition, the enterprise can install safe and reliable interlocking devices or insurance devices on mechanical equipment to prevent employees from misoperation, and install alarm devices to notify the relevant responsible personnel for handling in the first time to avoid the further expansion of the scope of injury and the degree of loss. Finally, the enterprise can cultivate the employees' stress psychology and rapid response ability in case of accidents through regular accident simulation training, etc., to help employees stay calm as much as possible and make correct and timely responses when facing accidents.

[0062] The ignorance non - compliance behaviors are those caused by employees' lack of corresponding knowledge or skills, etc. First, through safety communication and other means, understand the causes of non - compliance and the situation of knowledge and skills mastery, and require the non - compliant employees to participate in safety education and training and pass the assessment to ensure that they master the corresponding knowledge and skills. Secondly, when carrying out safety education and training, in order to alleviate the prominent problem of the conflict between work and study that interferes with training, according to the actual situation of employees' job knowledge reserves, for employees with relatively weak foundations, a part - time work and part - time study training mode should be adopted. In this mode, the "part - time work" stage must be carried out under the supervision of the team leader or other experienced team members. And for employees with very weak foundations, continuing to work on the post will only pose greater safety hazards, and they are required to stop work immediately and carry out at least a one - week full - time training. Due to the characteristics of some job skills such as prominent professionalism and remarkable practical operation, the enterprise can implement the "mobile master - apprentice system".

[0063] To alleviate the prominent problem of the conflict between work and study that interferes with safety training, specifically: in terms of personnel allocation, when calculating the staffing quota for each position, enterprises should fully consider the margin for personnel to participate in training, scientifically allocate human resources, optimize the talent structure, and improve the matching degree between people and positions. From the perspective of time setting, combined with actual production, each position can list a busy and idle schedule to reasonably arrange training time. Before training, employees who violate regulations can swap positions with other employees in the team to ensure the normal operation of each position when some employees are off for training. In terms of training methods, enterprises should implement training methods that combine online and offline, such as centralized teaching, door-to-door teaching, or online teaching, and set up phased assessments for safety training.

[0064] The so-called "mobile master-apprentice system" takes the position as the carrier, encourages expert personnel who are good at a certain technical type of work to establish a master-apprentice relationship with rule-violating personnel lacking this skill, and the master-apprentice relationship is terminated after the rule-violating personnel pass the skill assessment. The "mobile" master-apprentice teaching can not only precisely teach exemplary norms "point-to-point" and "hand-in-hand" during the differentiated teaching process, but also ensure the most rational use of limited educational resources within the enterprise.

[0065] For the safety training assessment, in specific implementation, based on the job business requirements and personal learning situation, the enterprise's violation database customizes a violation learning library for rule-violating personnel for daily learning and quizzes, and obtains the safety training assessment score by combining the daily learning performance, phased training assessment, and final assessment in a certain proportion, which is used as the basis for whether an employee passes the assessment. If an employee fails the mid-term assessment, they will be given a written warning and transferred to a professional training qualification institution for further training.

[0066] The second-level rule-violating behaviors mentioned above include three types of external cause violations, namely human interference violations, machine interference violations, and environmental interference violations. Human interference violations include personal pressure violations and group pressure violations. The second-level rule-violating behaviors are essentially management deficiencies, and the safety penalties are mainly progressive penalties.

[0067] For the progressive penalty, in the process of investigating rule violations, learn from the progressive penalty methods abroad, and gradually escalate to implement oral warnings, written warnings, probation on the job, suspension for training, and termination of the employment contract. However, for employees at the middle management level and above in the enterprise and those with serious rule violations, they can be directly given a written warning, and penalty measures at the written warning level and above will be entered into the employee violation information in the enterprise's violation database.

[0068] The machine interference violation essentially belongs to the environmental interference violation. Given that the probability of environmental interference violation is relatively low and it is easy to improve, when the inspection personnel detect it for the first time, they will not punish the violating employees, but will give oral warnings to the managers in the accident area, such as team leaders. If a second violation occurs in this area, the penalties for the violating employees and managers will be upgraded by one level, that is, oral warnings will be given to the violating employees and written warnings will be given to the managers. For the violation behavior of employees caused by chaotic management environment, when the inspection personnel detect it for the first time, they will give written warnings to the managers and record them in the file, requiring the managers to strictly follow the system and standardize their own behaviors. When detected for the second time, the managers will be placed on probation and required to participate in "work-study" style education and training to learn professional knowledge and skills, and cultivate a higher sense of responsibility and execution. When the managers are "working", they must be supervised by other team leaders or higher-level leaders. If detected three or more times, the violating personnel will be demoted or dismissed. At the same time, the supervision personnel will report the decision level by level in the order of "team level - department level - company level". The management at all levels of the company will trace the origin of the classic accident cases at the meeting, analyze the reasons for the repeated violations of front-line managers until the root cause, and improve the omissions in each link, such as personnel appointment, safety management process, etc. The personnel who are forced to violate the regulations due to incorrect command by the management will not be punished, and the employees who refuse, stop and report the illegal command will be rewarded.

[0069] Regarding the individual pressure violations, in specific implementation, first of all, enterprises should coordinate the relationship between production and safety, reasonably arrange work plans, resolutely put an end to rushing the construction period and progress, gradually adjust the salary structure, resolutely put an end to overproduction, and reduce the scope of personnel on the piece-rate work system. Secondly, the occurrence of command violations also indicates that there is a lack of safety supervision in this area. Enterprises need to adhere to the concept of "exempt from liability for due diligence and held accountable for dereliction of duty", and further urge supervisors to fulfill their own responsibilities. Finally, according to key elements such as the number of command violations, the scope of influence, and decision-making instructions, give written warnings and probationary suspensions to managers and record them in the file. During the one-month probationary period, the violators are required to participate in "work-study" style education and training, and their decision-making power is temporarily deprived during the operation, and they participate in event decision-making discussions as assistant managers. As an outstanding manifestation of the lack of management ability in the management level, leaders who violate the command are not given priority in job promotions. If management personnel violate the command twice or more, they will not be promoted and may face serious consequences such as dismissal from their positions or termination of the labor contract. Regarding the group pressure violations, in specific implementation, first of all, key information such as the connection relationship and role of the participants needs to be clarified for responsibility assignment. Secondly, enterprises should strengthen echelon construction. Under the team unit, establish a safety team led by the team leader, and the team members are the key members with high safety awareness and standardized operation behaviors in the team. Give full play to the appeal and influence of the safety team, organically combine the enterprise safety goals with group safety norms and guide them to internalize them into the daily behavior norms of the team, and regularly adjust the members to ensure the suitability of people and positions and the leading role of the members. In addition, according to the changes in the personnel relationship network within the team, enterprises can reduce the degree of group closure caused by strong cohesion by means of job transfer and shift change, encouraging anonymous reporting, cross-team personnel transfer, etc., and increase the probability of discovery and punishment of violation behaviors.

[0070] Regarding the responsibility assignment, the main responsible persons in group pressure violations are dealt with in accordance with leadership violations. Employees who mistake the spread of violation behaviors for operation skills due to information reception errors and participate in group pressure violations are dealt with as ignorance violations. Employees who knowingly violate the regulations but actively recognize and accept them are dealt with as intentional violation behaviors. Give corresponding handling methods such as written warnings and recording in the file to team leaders, supervisors, and personnel responsible for supervision at all links who have not fulfilled their corresponding responsibilities. The team where the group pressure violation occurs will be listed as a key control object.

[0071] The third-level violation behaviors include two types of intentional violation behaviors: risky violations and habitual violations. Enterprises should focus on controlling and cracking down on intentional violation behaviors, and at the same time impose the most severe penalties in combination with key elements. Require employees to immediately stop work for training. When they return to work after passing the training, they must sign a safety commitment letter and promise not to intentionally violate the regulations during operation. If they violate the regulations again, the enterprise will terminate the labor contract, so as to effectively control the tendency of employees' intentional violation behaviors and change their safety concepts.

[0072] The aforementioned risky violations are subjective and intentional. Through safety communication and other means, we analyze the specific driving factors of employees' decision-making on violations, such as economic benefits and fluke mentality. Secondly, based on the results of the psychological trait assessment and analysis of intentional violators, the company analyzes the psychological traits of intentional violators and conducts differentiated and professional psychological counseling and risky violation training, and intervenes in a timely manner to improve the psychological state of employees' violations. In addition, combined with the analysis of the characteristics of each position, we ensure that the personal traits of employees are compatible with the types of work and job requirements, so as to mobilize the enthusiasm of employees and give full play to their personal value.

[0073] The risky violation training is based on a variety of methods such as VR experience system and safety accident case experience analysis to restore the employee's illegal operation scene and work behavior. By simulating the development of the accident, the violator experiences the occurrence of the safety accident as a "eyewitness" and participates in the accident investigation and analysis as a "survivor", thereby enhancing the employees' awareness of the degree of harm caused by the consequences of the accident.

[0074] The habitual violations of regulations, combined with the evolution mechanism and behavioral characteristics of employees' habitual violations of regulations, implement the violation management work flow of "correcting the violation psychology - controlling external conditions - correcting the violation behavior, cultivating standardized behavior - subsequent behavioral feedback".

[0075] To correct the mentality of violating regulations, patrol supervisors need to clearly inform employees that habitual work behaviors are violations of regulations, and through reminders and corrections, turn "unconscious" into "conscious".

[0076] The externalized conditions mentioned above, first of all, in order to deal with the employees' fluke mentality, the company must establish the supervision concept of "if intentional violations must be severely punished according to law", and treat attempted accidents as accidents when punishing. In the supervision process, the "high frequency and low amount" punishment method is adopted, that is, the amount of punishment is reduced, the inspection frequency is increased, and the concept of "violations must be caught" is conveyed to employees to reduce employee violations. When investigating and handling habitual violations, the team leader, supervisors and personnel with supervision responsibilities in various links shall be given a written warning and recorded in the file. Secondly, the team leader shall set employees with high safety awareness and standardized operating behavior as the team leader of each group, and thus form a safety behavior group of two to three people, so as to form a situation in which members within the group supervise each other, and the teams within the team supervise each other, and all employees participate in safety management. When members of the group violate the rules, the "horizontal joint responsibility" method will be adopted to jointly hold the members who fail to fulfill their supervisory responsibilities. In view of the characteristics of habitual violations of rules, such as mass, hidden, and stubborn, inspection and supervision personnel should conduct a one-week behavioral observation of the work behavior of the group and team members of the violating employees, and timely screen out employees with the intention of violating rules to avoid group violations. In addition, enterprises should improve and promote standardized operating procedures, standardize the specific steps, operating methods, key points, etc. of each operating process, greatly reduce the conditions and opportunities for employees to work arbitrarily, and facilitate unified management.

[0077] The correction of illegal behaviors and the cultivation of standardized behaviors are based on the psychological behavior training model. In the training process, corresponding scenarios and rules are created, and specific training projects are set up to encourage employees to strengthen their inner experience, stimulate self-change, and adjust their behavioral cognition through guidance. Through high-frequency repetitive practice of standardized behaviors, the training effect is repeatedly consolidated, and the spontaneous and unconscious behaviors of employees are forced to be corrected.

[0078] The follow-up behavioral feedback will set up periodic safety assessments to examine the effectiveness of employee training and provide timely feedback.

[0079] Step 4: After coordination and confirmation, the supervisor will compile and report the employee violation information to the company's violation behavior database, and conduct statistics and analysis to improve the database

[0080] In this step, supervisors establish files on employee violations, covering the following six aspects: employee personal information, employee violation information, key considerations, employee punishment measures and management methods, employee safety training information, and others. According to the violation management process, the six aspects of information are gradually improved. In this process, the whole process must be fair, just, open and transparent. Employees can view the processing progress, processing instructions and other information in real time in the database.

[0081] Step 5: Incorporate employees’ violations into the safety assessment system, so that employees will receive corresponding rewards and punishments within a fixed period.

[0082] In this step, the safety assessment system is based on the qualities of employees and their roles. Seven aspects, namely academic background, length of service, professional title, professional and technical qualification, honors obtained, skill level, and work discipline, are used as key indicators, with a total score of 100 points assigned. Similarly, the quota scores for work tasks are reasonably allocated, and four key indicators, namely work intensity, work position, risk level, and technical difficulty, are determined, with a total score of 100 points assigned. The scores of the assessment objects and assessment tasks are summarized and statistically calculated according to the weight calculation method, which is the basic safety score of employees. On the basis of implementing the multi-dimensional safety score system, a cumulative scoring assessment management method is introduced, so that employees bear the rewards and punishments resulting from their safety behavior decisions within a fixed period, and thus the safety assessment scores of employees are obtained. The short-term assessment is combined with the long-term assessment, and the safety assessment cycle is set in the order of "monthly-quarter-mid-term-annual". The scoring cycle is 16 months, and the quarterly assessments in the eighth month and the 16th month are the mid-term assessment and the annual assessment respectively. According to the change of the cycle order, stage cumulative coefficients are set step by step at the assessment nodes. If an employee has never committed a violation, their score will continue to accumulate with the cycle nodes. If an employee commits a violation during the cycle, the cumulative score of the corresponding cycle node will be cleared according to the level of violation investigation. If there is a second violation, the quarterly assessment coefficient of the month where the violation occurs will be reset according to the level of violation, and so on. Among them, written warning, suspension for inspection, and suspension for training respectively correspond to clearing the cumulative scores of the violation month, quarter, and mid-term stage.

[0083] Step 6: Regularly statistically evaluate the changing trends of employees' assessment scores and the violation behaviors of employees in the database before and after the application of the management method to ensure the effectiveness of the management method and continuously adjust and optimize it.

[0084] Regarding the changing trends of employees' assessment scores, according to the established safety assessment cycle (monthly, quarterly, mid-term, annual), obtain the employees' assessment score data from the enterprise violation database, including the changes in aspects such as employees' safety assessment scores, safety training assessments, employees' basic safety scores, and cumulative scores.

[0085] Regarding ensuring the effectiveness of the management method and continuously adjusting and optimizing it, comprehensively evaluate the effectiveness of the management method by observing trends through comparing employees' assessment score statistical indicators, analyzing the significance of differences in violation behavior data, and combining employees' feedback. Timely adjust and optimize the management strategies for each link in response to problems, including optimizing the training content and methods, improving specific punishment measures, and perfecting the assessment system. Continuously track the implementation effects of the adjusted management measures to form a closed-loop management. In the subsequent assessment cycles, collect data again for analysis to observe whether the improvement measures can further reduce employees' violation behaviors and further enhance their safety behaviors. And timely feedback the evaluation results and improvement measures to all employees to enhance management transparency and encourage employees to actively participate in safety management work, jointly promoting the continuous improvement of the enterprise's safety management level.

Claims

1. A four-dimensional linkage management method after traffic violation based on key elements, characterized by: After the system determines that the employee's violation is true, it identifies the employee's personal chip and sends an alarm, prompting the patrol personnel to correct the management; the supervisor determines the type of employee violation through safety communication; based on four key considerations, it determines the level of the employee's violation in the violation investigation and handling hierarchy, and clarifies the employee's punishment measures and management methods; after coordination and confirmation, the supervisor compiles and reports the employee's violation information to the company's violation behavior database, and compiles statistics and analysis to improve the database; the employee's violation behavior is included in the safety assessment system, so that employees bear corresponding rewards and punishments within a fixed period; through regular statistical evaluation of the changing trends of employee assessment points and statistical analysis of employee violations in the database before and after the application of management methods, the effectiveness of the management method is ensured and continuously adjusted and optimized.

2. The four-dimensional linkage management method based on key elements after traffic violation as claimed in claim 1 is characterized in that: In step 1, the system is an intelligent safety supervision system that integrates multiple functions such as access control, real-time monitoring, and alarms: For the access control function, the enterprise embeds chips in necessary safety equipment such as hard hats or safety protective clothing according to the employees' positions and the types of work they are engaged in. When employees enter and exit the enterprise, they must read their personal chip information through face recognition and radio frequency technology to achieve the access control function; for the real-time monitoring function, the enterprise installs smart cameras in the employees' workplaces and is equipped with YOLO series algorithms. These algorithms have efficient target detection capabilities and fast detection speeds, can process video streams in real time, and accurately identify specific targets in the picture; for the alarm function, once the system confirms that the violation is true, it immediately identifies the personal chip of the employee involved. Subsequently, the system issues an alarm to prompt on-site inspectors to promptly correct and manage employees' violations.

3. The four-dimensional linkage management method based on key elements after traffic violation as claimed in claim 1 is characterized by: In step 2, the safety communication is specifically as follows: encourage and require the safety behavior supervision group, patrol supervisors and violators to communicate face-to-face, play a guiding, exemplary and caring role; the safety behavior supervision group is to actively play the key role of safety leadership of management at all levels of the enterprise, encourage and require management at all levels, especially senior management, to "get out of the office, go to the site, go to the post, and go to the employees", and establish a safety behavior supervision group headed by senior management, with middle management as the backbone and grassroots management as the main body. The work of the safety behavior supervision group includes correcting and investigating the violations and disciplinary violations of enterprise employees, supervising and guiding the work of on-site patrol supervisors, investigating and handling violations of higher and higher levels, caring for employees at all levels and communicating with them effectively, etc.; the guiding and exemplary role includes making public safety commitments, informing potential consequences, correcting and guiding violations; the public safety commitment means that before starting work, personnel at all levels publicly make visible and positive safety commitments and sign a safety production responsibility letter to clarify their own safety responsibilities and report on their performance of duties regularly in subsequent work; the informing of potential consequences means informing employees of the potential dangerous consequences of violations , so that the violators are aware of the harmfulness of the violations and take active measures to correct them; the correction and guidance of violations, through the leadership's words and deeds, demonstration practice and communication, corrects the employees' violations and guides the employees to master the correct behavior, thereby regulating the employees' own behavior and strengthening their safety awareness; the caring role is specifically reflected in the fact that the middle and senior leadership understands the basic situation of the employees' positions through communication, including work intensity, work content, salary and benefits, so as to calm the employees' emotions, answer difficult problems in the work, relieve the employees' psychological pressure, and then stimulate the employees' work enthusiasm, and encourage management and grassroots personnel at all levels to actively participate in safety affairs.

4. The four-dimensional linkage management method based on key elements after violation of regulations as claimed in claim 1 is characterized in that: In step 2, the on-site supervisor first determines the type of violation: the on-site inspection supervisor immediately rushes to the scene upon receiving the alarm, relying on the intelligent safety supervision system and the enterprise violation database, and through safety communication, first determines the type of violation; the violation type is divided into two categories: internal violation and external violation. Internal violation is mainly caused by the employee's own reasons, which is divided into three categories: out-of-control violation, intentional violation and ignorance violation; external violation is caused by external interference, which is divided into three categories: human interference violation, machine interference violation and environmental interference violation.

5. The four-dimensional linkage management method based on key elements after traffic violation as claimed in claim 1 is characterized in that: In step 2: the enterprise violation database consists of two parts: a violation module and a violation learning module; the violation module includes employee violation files, typical employee violation cases and statistical analysis of employee violation behaviors; the employee violation files cover the following six parts: employee personal information, employee violation information, key considerations, employee punishment measures and management methods, employee safety training information and others; the punishment measures and management methods include the implementation process of the intelligent safety supervision system access control, real-time monitoring and alarm functions, uploading system monitoring photos taken and identified employee violations, the results of safety communication between supervisors or supervision teams and violators, employee progressive violation punishment levels, specific punishment measures and management methods; the employee safety training information includes employee safety training content, training duration and time setting, training methods, training models and safety training assessment; the others include notes on violating employees, supervisory personnel and management personnel. The violating employees, supervisors and managers shall fill in other supplementary information here; the typical cases of employee violations cover typical cases of employee violations within the enterprise and the industry, providing a reference for supervisors to judge the types of violations and the basic direction of handling; the statistical analysis of employee violation behaviors, through the data summarized in the database, deeply analyzes the key problems in violation management, so as to provide a basis for subsequent management decision-making and implementation; the violation learning module includes online training on violations and a violation learning library; the online training on violations is safety education and training through online lectures; the violation learning library, based on job business requirements, violation types and personal learning conditions, customizes question banks for daily learning and testing of violators, and uses a certain ratio of daily learning performance to safety training assessment results to form the final score as the basis for whether the employee has passed the assessment.

6. The four-dimensional linkage management method based on key elements after violation of the traffic rules as claimed in claim 1 is characterized in that: In step 3: the four key considerations include violation history and basic safety points, consequences of violations (including possible consequences), and employee attitude towards violations, and whether remedial measures are taken afterwards.

7. The four-dimensional linkage management method based on key elements after traffic violation as claimed in claim 1 is characterized in that: In step 3: the violation investigation and punishment pyramid adopts different punishment measures according to the type of employee violation, and is divided into three levels, from the base to the top, first level violation, second level violation, and third level violation. The more serious the consequences of the employee's violation (including the possible degree), the more severe the corresponding violation punishment measures.

8. The four-dimensional linkage management method based on key elements after traffic violation as claimed in claim 1 is characterized in that: In step 3: the first level of violations include uncontrolled violations and ignorant violations. Employees' violations are caused by objective reasons rather than subjective will or negligence, so no punishment measures are taken for violations of this level; the uncontrolled violations are caused by physical discomfort, mental distraction or high tension, and by defects such as color blindness. The inspectors first take emergency measures according to the physical condition of the employees and ensure the normal operation of all positions at the work site. Secondly, the human resources management department of the enterprise is responsible for contacting the appraisal agency to conduct appraisal and verify the physical and mental state of the employees. According to the appraisal results, employment forms, safety communication and other methods, the human resources management department of the enterprise shall handle the transfer, sick leave, retirement or dismissal procedures for those who are not suitable to continue to work, and continue to track and analyze their physical and mental state and job adaptability after they return to work or change jobs. In addition, enterprises can install safe and reliable interlocking devices or safety devices on mechanical equipment to prevent employees from operating them incorrectly, and install alarm devices to notify relevant responsible personnel to handle them as soon as possible to avoid further expansion of the scope of injury and the degree of loss. Finally, enterprises can cultivate employees' stress psychology and quick response ability when accidents occur through regular accident simulation training, so as to help employees stay calm as much as possible and make correct and timely responses when facing accidents; the above-mentioned ignorant violations are violations caused by employees' lack of corresponding knowledge or skills. First, through safety communication and other means, understand the causes of violations and the mastery of knowledge and skills, and require employees who violate regulations to participate in safety education and training and pass the assessment to ensure that they master the corresponding knowledge and skills. Secondly, when conducting safety education and training, in order to alleviate the outstanding problem of work-study contradiction that interferes with training, a half-work and half-study training mode is adopted for employees with weaker foundations in view of the actual situation of employees' job knowledge reserves. In this mode, the "half-work" stage must be carried out under the supervision of the team leader or other experienced team members. Employees with weak foundations continue to work at their posts, which can only cause greater safety hazards. Employees are required to stop work immediately and undergo off-the-job training for at least one week. Since some job skills are characterized by outstanding professionalism and significant practicality, enterprises can implement a "mobile apprenticeship system"; in order to alleviate the contradiction between work and study, which is a prominent problem that interferes with safety training, the following are specific: in terms of personnel allocation, enterprises should fully consider the margin for personnel to participate in training when calculating the number of positions, scientifically allocate human resources, optimize the talent structure, and improve the matching degree between people and positions. From the perspective of time setting, combined with actual production, each position can list a busy and idle schedule and arrange training time reasonably. Employees who violate regulations can exchange positions with other employees in the team before training to ensure the normal operation of each position when some employees are off-duty for training.In terms of training methods, enterprises should implement a combination of online and offline training methods such as centralized teaching, home teaching or online teaching, and set up periodic assessments for safety training; the "mobile apprenticeship system" is based on positions, encouraging experts who are good at a certain technical type of work to establish a master-apprentice relationship with violators who lack the skills, and the master-apprentice relationship will be terminated after the violators pass the skill assessment. The "mobile" apprenticeship teaching can not only accurately impart exemplary normative behaviors in a "point-to-point" and "hand-in-hand" manner in the differentiated teaching process, but also ensure the maximum rational use of limited educational resources within the enterprise; in the specific implementation of the safety training assessment, based on the job business needs and personal learning situation, the enterprise violation database customizes the violation learning library for daily learning and testing of violators, and obtains the safety training assessment results in a certain proportion of daily learning performance, periodic training assessment, and final assessment, which is used as the basis for whether the employee has passed the assessment. If an employee fails the mid-term assessment, he will be given a written warning and transferred to a professional training qualification institution for further training.

9. The four-dimensional linkage management method based on key elements after traffic violation as claimed in claim 1, characterized in that: In step 3: the second-level violation includes three types of external factors, namely human interference, machine interference and environmental interference. Human interference includes personal pressure and group pressure. The second-level violation is essentially a lack of management, and the safety punishment is mainly gradual punishment. The gradual punishment refers to the gradual punishment method of foreign countries in the process of investigating and handling violations, and gradually upgrades the implementation of verbal warnings, written warnings, on-the-job observation, suspension training and termination of employment contracts. However, for mid-level and above management and employees who seriously violate the rules, written warnings can be directly given. Written warnings and above penalties will be recorded in the employee violation information of the enterprise violation database. The machine interference violation is essentially an environmental interference violation. In view of the low probability of environmental interference violations and the ease of improvement, the inspectors will not punish the violating employees when they investigate and handle them for the first time, but will give verbal warnings to managers in the accident area, such as team leaders. If a second violation occurs in the area, the punishment for the violating employees and managers will be increased by one level, that is, verbal warnings will be given to the violating employees and written warnings will be given to the managers. For employee violations caused by chaotic management environment, the inspectors will issue written warnings to managers and record them in the files when they first investigate and deal with them, requiring managers to strictly follow the system and regulate their own behavior. When they investigate and deal with them for the second time, managers will stay on the job for inspection and are required to participate in "part-time work and part-time study" education and training to learn professional knowledge and skills and cultivate a high sense of responsibility and execution. When managers work "part-time", they must be supervised by other team leaders or higher-level leaders. If they are investigated and dealt with three or more times, the violator will be demoted or dismissed. At the same time, the supervisors will report the decision-making level by level in the order of "team level - department level - company level". The management at all levels of the company will trace the classic accident cases at the meeting, analyze the reasons for the repeated violations of the front-line managers until the root cause, and improve the omissions in various links such as personnel appointments and safety management processes. Those who are forced to violate regulations due to incorrect instructions from management will not be punished, and employees who refuse, stop and report illegal instructions will be rewarded; in the specific implementation of the personal pressure violation, first of all, the enterprise should coordinate the relationship between production and safety, arrange work plans reasonably, resolutely put an end to rushing deadlines and progress, gradually adjust the salary structure, resolutely put an end to overproduction, and reduce the scope of personnel on piecework. Secondly, the occurrence of illegal command accidents also shows that there is inadequate safety supervision in the area. Enterprises need to uphold the concept of "due diligence and exemption from responsibility, dereliction of duty" and further urge supervisors to perform their duties. Finally, managers will be given written warnings and retained for inspection and record in the file based on key elements such as the number of illegal commands, the scope of influence, and decision-making instructions. During the one-month retention period, the violators are required to participate in "half-work and half-study" education and training, temporarily deprive of decision-making power during the operation, and participate in event decision-making consultation as auxiliary management personnel. As a prominent manifestation of the management's defective management ability, leaders' illegal command is not given priority in job promotion. If management personnel violate the rules and command twice or more, they will not be promoted and may face the serious consequences of revocation of their positions or termination of their labor contracts. In the specific implementation of the group pressure violation, it is necessary to first clarify the key information such as the connection relationship and role of the participants in order to allocate responsibilities. Secondly, enterprises should strengthen echelon construction. A safety team led by the team leader is established under the team unit. The team members are key members of the team with high safety awareness and standardized operating behavior. Give full play to the appeal and influence of the safety team, organically combine the enterprise's safety goals with group safety norms, and guide them to be internalized into the daily behavior norms of the team, and regularly adjust the members to ensure the adaptability of people and positions and the leading role of members. In addition, according to the changes in the personnel relationship network within the team, the company can reduce the degree of group closure caused by strong cohesion by transferring positions and shifts, encouraging anonymous reporting, and exchanging personnel across teams, thereby increasing the probability of violations being discovered and punished; the above-mentioned distribution of responsibilities will treat the main responsible persons for group pressure violations as leadership violations, and employees who participate in group pressure violations by mistaking the disseminated violations for work skills due to information reception errors will be treated as ignorant violations, and employees who know that the violations are violated but actively agree to accept them will be treated as intentional violations, and team leaders, supervisors, and personnel with supervisory responsibilities at all links who fail to fulfill their corresponding responsibilities will be given written warnings and recorded in the files, and the team where the group pressure violations occur will be listed as a key control target.

10. The four-dimensional linkage management method based on key elements after traffic violation as claimed in claim 1, characterized in that: In step 3: the third level of violations includes two types of intentional violations: risky violations and habitual violations. Enterprises should focus on controlling and cracking down on intentional violations, and at the same time, combine key elements to impose the most severe penalties, requiring employees to stop work immediately for training, and when they return to work after passing the training, they must sign a safety commitment letter and promise not to intentionally violate regulations. If they violate regulations again, the company will terminate the labor contract, thereby effectively controlling the tendency of employees to intentionally violate regulations and changing their safety concepts; the risky violations mentioned above are subjective and intentional, and the specific driving factors of employees' decision-making on violations, such as economic benefits and fluke, are analyzed through safety communication and other methods. Secondly, based on the results of the psychological trait assessment and analysis of intentional violators, the company analyzes the psychological traits of intentional violators and conducts differentiated and professional psychological counseling and risky violation training, and intervenes in a timely manner to improve the psychological state of employees' violations. In addition, combined with the analysis of the characteristics of each position, it is ensured that the personal characteristics of employees are adapted to the types of work and position requirements, so as to mobilize the enthusiasm of employees and give full play to their personal value; the risk violation training, based on VR experience system, safety accident case experience analysis and other methods, restores the employee's illegal operation site and work behavior, and simulates the development of the accident. The violator experiences the process of the safety accident as a "witness" and participates in the accident investigation and analysis as a "survivor", enhancing the employee's awareness of the degree of harm caused by the accident consequences; the habitual violation behavior, combined with the evolution mechanism and behavioral characteristics of the employees' habitual violation behavior, implements the violation management work process of "correcting the violation psychology-controlling external conditions-correcting violation behavior, cultivating standardized behavior-subsequent behavior feedback"; the correction of the violation psychology, the inspection and supervision personnel need to clearly inform employees that habitual work behavior is a violation behavior, and change "unconscious" to "conscious" through reminder correction; the external conditions, first of all, in response to the employees' fluke mentality, the company must establish the supervision concept of "if intentional violation must be severely punished according to law", and treat attempted accidents as accidents when punishing. In the process of supervision, the "high frequency and low amount" punishment method is adopted, that is, the amount of punishment is reduced, the inspection frequency is increased, and the concept of "violations must be caught" is conveyed to employees to reduce employee violations. When investigating and handling habitual violations, written warnings will be given to team leaders, supervisors and personnel with supervision responsibilities in various links and recorded in the files. Secondly, the team leader will set employees with high safety awareness and standardized operating behaviors as team leaders of each group, and thus form a safety behavior team of two to three people, so as to form a situation in which members within the group supervise each other, and teams within the team supervise each other, and all employees participate in safety management. When members of the group violate the rules, the "horizontal joint responsibility" method will be adopted to jointly hold members who fail to fulfill their supervisory responsibilities. In view of the characteristics of habitual violations of regulations, such as mass, concealed, and stubborn, patrol supervisors should conduct a one-week behavioral observation of the work behavior of the group and team members of the employees who violate the regulations, and timely screen out employees with the intention of violating regulations to avoid the formation of group violations. In addition, enterprises should improve and promote standardized operating procedures, standardize the specific steps, operating methods, key points, etc. of each operating process, greatly reduce the conditions and opportunities for employees to work arbitrarily, and facilitate unified management; the correction of violations and the cultivation of standardized behaviors, with the help of psychological behavior training models, create corresponding scenarios and rules in the training process, set up specific training projects, and encourage employees to strengthen their inner experience, stimulate self-change, and adjust their behavioral cognition through guidance. Through high-frequency repetitive practice of standardized behaviors, the training effect is repeatedly consolidated, and the spontaneous and unconscious behaviors of employees are forced to be corrected; the follow-up behavior feedback is set up for staged safety assessments to examine the training effect of the employee process and provide timely feedback.

11. The four-dimensional linkage management method based on key factors after violation as described in claim 1 is characterized in that in step 4: in this step, the supervisor establishes an employee violation behavior file, the content of which covers the following six aspects: employee personal information, employee violation information, key considerations, employee punishment measures and management methods, employee safety training information, and others. According to the violation management process, six aspects of information will be gradually improved. During this process, it is necessary to ensure that the entire process is fair, just, open and transparent. Employees can view the processing progress, processing instructions and other information in real time in the database.

12. The four-dimensional linkage management method based on key elements after traffic violation as claimed in claim 1, characterized in that: In step 5: In this step, the safety assessment system is based on the quality of employees and the roles they play, and takes the seven aspects of education, length of service, professional title, professional and technical qualifications, honors, skill level, and labor discipline as key indicators, with a total score of 100 points. Similarly, the quota score of the work task is reasonably allocated, and the work intensity, job position, risk level, and technical difficulty are determined as four key indicators, with a total score of 100 points. The scores of the assessment objects and assessment tasks are summarized and counted according to the weight calculation method, which is the basic safety score of the employee. On the basis of implementing the multi-dimensional safety score system, the cumulative scoring assessment management method is introduced, so that employees bear the rewards and punishments caused by their safety behavior decisions within a fixed period. Combine short-term assessment with long-term assessment, and set the safety assessment cycle in the order of "monthly-quarterly-mid-term-annual". The scoring cycle is 16 months, and the quarterly assessments in the eighth and 16th months are mid-term assessments and annual assessments. According to the change of the cycle sequence, the stage accumulation coefficient is set at the assessment node level by level. If the employee has not committed any violation, his points will continue to accumulate and increase with the cycle nodes. If an employee violates the rules during a period, the accumulated scores of the corresponding period nodes will be cleared according to the level of violation investigation and punishment. If the employee violates the rules twice, the quarterly assessment coefficient of the month of violation will be reset according to the level of violation, and so on. Written warning, on-the-job observation, and suspension training correspond to clearing the accumulated scores of violation months, quarters, and mid-term stages respectively.

13. The four-dimensional linkage management method based on key elements after traffic violation as claimed in claim 1, characterized in that: In step 6: the employee assessment score change trend is obtained from the enterprise violation database according to the established safety assessment cycle (monthly, quarterly, mid-term, and annual), including employee safety assessment scores, safety training assessment, employee safety basic scores, cumulative scores, etc.; the effectiveness of the management method is ensured and continuously adjusted and optimized, by comparing the statistical indicators of employee assessment scores to observe trends, analyzing the significance of the difference in violation behavior data, and combining employee feedback to comprehensively evaluate the effectiveness of the management method, timely adjust and optimize the management strategies of each link according to the problem, including optimizing the training content and methods, improving specific punishment measures, and improving the assessment system, and continuously tracking the implementation effect of the adjusted management measures to form a closed-loop management. In the subsequent assessment cycle, data is collected again for analysis to observe whether the improvement measures have further reduced employee violations and further improved safety behaviors. The evaluation results and improvement measures are promptly fed back to all employees to enhance management transparency, encourage employees to actively participate in safety management, and jointly promote the continuous improvement of the enterprise's safety management level.

14. The four-dimensional linkage management method based on key elements after traffic violation as claimed in claim 1, characterized in that: The linkage, the four-dimensional linkage management method after violation based on key elements, revolves around the core of building post-violation behavior safety management, from four perspectives, namely: online and offline safety supervision integration, strengthening behavior safety communication, improving safety assessment and reward and punishment mechanism, carrying out high-quality safety management, and strengthening post-violation management. Deepen the use of network technology means, establish an online and offline linkage mechanism for personnel at all levels in the enterprise, build a closed-loop management system for employee violation behavior based on intelligent safety supervision and behavior recognition, and use online efficient behavior recognition to link offline supervision forces to ensure timely correction and effective management. In investigating employee violation accidents, responsible personnel at all levels must communicate with the violators safely, play a guiding and caring role, grasp the real cause of employee violation behavior and judge the type of employee violation. Subsequently, combined with the four key considerations, the supervisor determines the level of employee violation behavior in the violation investigation and handling hierarchy pyramid, clarifies employee punishment measures and management methods, and organizes and reports employee violation information to the enterprise violation behavior database as a reference for supervisors to investigate and handle violation accidents and as a basis for subsequent management decision adjustments. In addition, on the basis of implementing the multi-dimensional safety points system, we introduced cumulative scoring as a safety assessment management method, and the safety assessment points obtained by employees are used as the basis for subsequent safety rewards and punishments. Through regular statistical evaluation of the trend of employee assessment points and statistical analysis of employee violations in the database before and after the application of the management method, we can ensure the effectiveness of the management method and continuously adjust and optimize it, so as to achieve the full process management of enterprise employee behavior identification, cause investigation, behavior punishment, behavior correction and subsequent behavior tracking observation after violation, and fully and deeply stimulate the enthusiasm of employees at all levels to actively perform their duties, actively participate, and eliminate violations.

15. A four-dimensional linkage management method based on key elements after traffic violation, characterized in that: The method comprises: Step 1: After the system determines that the employee's violation is true, it identifies the employee's personal chip and sends an alarm to prompt the inspector to correct the management; Step 2: Supervisors determine the type of employee violation through safety communication; Step 3: Based on the four key considerations, determine the level of the employee's violation in the violation investigation and punishment hierarchy, and clarify the employee's punishment measures and management methods; Step 4: After coordination and confirmation, the supervisor will organize and report the employee's violation information to the company's violation behavior database, and collect statistics and analysis to improve the database; Step 5: Incorporate employees’ violations into the safety assessment system, so that employees will be rewarded or punished accordingly within a fixed period; Step 6: Ensure the effectiveness of the management method and continuously adjust and optimize it by regularly conducting statistical evaluations on the changing trends of employee assessment scores and statistical analysis of employee violations in the database before and after the application of the management method.

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