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在特种化学厂建立安全文化
对美国化学制造工厂进行的多年干预导致员工敬业度提高了91％，这与可报告安全事件的生产质量提高了167％，增长了83％。
Overview
情况：一家专业的化学制造工厂，拥有285名员工，总部位于美国东部，面临现实：他们的员工被脱离，安全记录并不令人满意，“安全计划”不起作用。他们需要一种不同的方法。
解决方案:After data collection and debriefing, the company worked with Six Seconds’ Partner Tom Wojick to embark on a collaborative program focused on the Why, What, and How of increasing employee engagement for a culture of safety.
结果：They experienced a dramatic increase in engagement, production quality, and safety, while transforming their workplace into a positive place to work.
该项目的重点是远离“安全计划”，并基于对组织环境和新的管理实践的清晰了解，以“安全”的理解为以关系为中心的领导。
The case is summarized in a key concept:领导者不会激励 - 他们创造了自我激励的条件。
Situation
管理层和员工都认识到他们的工厂正在挣扎。One employee, echoing the feelings of many of his coworkers and managers, stated, “We have tremendous possibilities and potential, but we can’t seem to find a way to make it all come together.’’ A lack of trust, respect, and meaningful input into decisions for all contributed to a culture of disconnection and alienation. Employees were unwilling to report “near-miss” incidents for fear of retaliation, allowing serious safety lapses to go unrecognized. Production quality was low. An attitude of “us vs. them” was pervasive.
解决方案
在组织生命体征分析结果的基础上，植物管理从事了坚定而协作的数据收集过程。然后，他们致力于从“胡萝卜和粘合”的管理风格转变为植根于自主，联系和能力的一种风格（以自决理论告知）。经理经过培训和指导使用这种新风格，并制定了新标准来评估他们的日常互动：
我们是否允许和鼓励员工自治？
Will this approach improve and build our relationships with employees, or distance us?
我们是否认识，发展和授权员工的能力？
我们的互动是否以我们愿景的价值为指导？
Results
The project was highly successful. Engagement increased, as did quality and safety. The plant became a positive place to work.
增加参与度
脱离的份额员工下降了91.6％
％
QUALITY IMPROVEMENT
Batch quality improved 167%
％
IMPROVED SAFETY
严重的安全事件减少了83％
％
Products & Services Delivered
自定义开发
To address the organization’s specific needs using Six Seconds’ methodology, a custom program was developed, tested, and implemented.
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