Essay - Workplace Safety Total Safety Management (Tsm) is a Philosophy and...

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Workplace Safety

Total safety management (TSM) is a philosophy ********** process developed primarily by David L. Goetsch.

***** properly, the method can be a v*****luable replacement for what Dr. E. Scott Geller of Virginia Tech calls the "flavor of the month" approach to industrial safety. (Safety Performance Web site, 2004)

TSM does not find its basis in ***** safety department of any organization. Rather, Goetsch designed the program so that it would have to involve executive commitment; in short, it is a 'top down' *****. Moreover, ***** is ***** to permeate all parts of a company, the rationale being ***** any "performance-oriented approach ***** safety management... involves the total organization in establishing and maintaining a safe and healthful work environment." (U.S. Army Safety Web site, *****) However, it does more than pay lip service to those ideas. As practiced at the Idaho National Engineering and Environmental *****aboratory (INEL), employees "Clearly understand that if, at any time, (they) deem an activity to be un***** due to conditions or **********, (they) have the obligation to stop work until the situation is resolved." (INEL Web site, 2004, roles-responsibilities page)

It is also dependent upon altering the culture ***** organizations ***** adopt it, which means altering the organization's "customs, tradition, rites and rituals" (Goetsch, 1997, p. 15) if necessary to implant the safety-consciousness needed for TSM to work as envisioned. TSM acknowledges that ***** that rely on conventional safety leadership approaches very often fail to inspire optimal safety-related attitudes and behaviors in *****ir employees. Organizations rely*****g on ***** safety and ***** approaches often ***** to inspire the necessary safety-related behaviors and attitudes in their *****. (INEL ***** site, *****, total safety ***** page)

***** believed that in order to achieve the goal of optimal safety, companies need to change values, not models, and these are often expressed through the cultural norms of the organization. (Goetsch, 1997, p. 15)He also believed that implementation must involve the entire *****.

***** TSM requires, first, that the executives have a *****ing knowledge ***** the fundamentals of TSM. The basic elements ***** be divided in***** ***** categories:

Performance Orientation

Leader Commitment

Teamwork *****

Employee Empowerment

Scientific Decision-Mak*****g

Continual Improvement

Comprehensive Training

Unity of Purpose (U.S. Army safety Web site, 2004)

Once the performance orientating ***** the organization has ********** made a part, or at least a goal, of the culture, ***** first activity is gaining leader commitment. Leaders must ensure that ***** and health are included as high priorities in the ***** strategic plan, and resources to cover costs ***** be *****ocated. A system for monitoring employee ***** relative to safety and health must ***** monitored, assess and properly rewarded as needed. Employees must be empowered to make ***** ***** highest priority, despite deadlines or any other necessity. (U.S. Army safety Web site, 2004)

***** second step is ***** a steering committee including the leadership of the *****ganization and ***** safety officer. The committee *****sumes responsibility for:

Making ***** ***** health concerns a part of the organization's strategic plan.


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