La gestión diaria como herramienta para la reducción de riesgos laborales

Abstract

This research addresses the need to strengthen occupational safety in industrial environments, where physical, chemical, ergonomic, and mechanical risks may affect both workers and the productivity and operational continuity of organizations. In this context, Daily Management or the Daily Management System (DMS) is presented as a tool that enables systematic monitoring of operations, early identification of deviations, and timely responses to unsafe conditions. The main objective was to evaluate how the application of daily management contributes to reducing the incidence of accidents and improving safety conditions in processed meat production industries. The study was conducted specifically in the beer sausage production line at Alimentos Cárnicos – Grupo Nutresa. The research followed a quantitative-descriptive approach complemented by qualitative elements. Data collection techniques included direct observation, structured surveys addressed to workers and supervisors, semi-structured interviews with process leaders and safety personnel, and a review of incident records. These methods made it possible to establish a relationship between daily management practices and occupational safety conditions. The results showed that the DMS is formally established, as 92% of workers stated that daily meetings are held. However, only 58% reported that safety issues are addressed during these meetings. Although 84% stated that they know the safety procedures applicable to their jobs, only 48% reported unsafe conditions on a regular basis. In addition, 67% considered that daily management has contributed to reducing incidents. The review of incident records from the previous twelve months showed a 25% reduction in minor incidents, reflecting improvements in operational controls and the ability to respond to risk situations. Nevertheless, incidents related to unsafe acts, such as inadequate use of personal protective equipment and carelessness during routine tasks, did not show a significant variation. This revealed a gap between knowledge of safety procedures and the adoption of preventive behaviors. Based on these findings, several improvements were proposed to strengthen the DMS, including the incorporation of a permanent “Safety of the Day” section into daily meetings, safety performance boards, safety pauses, formal mechanisms for monitoring and closing commitments, and training in safe leadership and preventive observation. A reporting and management format for unwanted events related to occupational health and safety and environmental management was also implemented to improve traceability and follow-up of preventive and corrective actions. The research demonstrated that daily management is a strategic tool for continuous improvement and occupational safety control. In the production line studied, the DMS contributed to organizing work, improving operational communication, and facilitating the early detection of deviations. However, its effectiveness as a preventive tool depends on formally incorporating safety into the system’s routines, indicators, and responsibilities. The findings also showed that daily management must go beyond formal compliance and promote a culture of self-care, participation, and shared responsibility. Integrating the event reporting format into DMS meetings strengthened traceability, created opportunities for operational learning, and progressively transformed the safety approach from reactive to preventive. Finally, the study concludes that consolidating the DMS as a sustainable prevention tool requires institutional commitment, continuous training, visible leadership, safety indicators, and disciplined follow-up of actions. The proposal seeks to integrate occupational health and safety into daily management, contributing not only to risk reduction but also to improved productivity, quality, and organizational sustainability.