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


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Workplace Safety

Total safety management (TSM) is a philosophy and 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 ***** "flavor of the month" approach to industrial safety. (***** Performance Web site, 2004)

***** does not find its basis in the safety department of any organization. Ra*****r, Goetsch designed the program so that it would have to involve executive commitment; in short, it is a 'top down' *****pproach. Moreover, it is ***** to permeate all parts of a comp*****, the rationale be*****g that 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 ***** Idaho National Engineering and Environmental Laboratory (INEL), employees "Clearly understand ***** 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 of organizations that adopt it, which means ***** the organization's "customs, tradition, rites and rituals" (Goetsch, 1997, p. 15) if necessary to im*****lant the safety-consciousness needed for TSM ***** work as env*****ioned. TSM acknowledges that organizations that rely on conventional safety leadership approaches very often fail to inspire optimal safety-related attitudes and behaviors in their employees. Organizations ********** on conventional safety ***** ***** approaches often fail to inspire the necessary safety-related behaviors and attitudes in their employees. (INEL Web site, *****, total safety culture page)

***** believed that in order to achieve the goal of optimal safety, ********** 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 ***** implementation must involve the entire organization.

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

Performance Orientation

Leader Commitment

Teamwork Orientation

Employee Empowerment

Scientific Decision-Making

Continual Improvement

Comprehensive Training

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

Once ***** performance orientating of the organization has ********** made a part, or at least a *****, ***** the culture, ***** first activity is gaining leader commitment. Leaders must ensure ***** safety and health are included as high pri*****ities in the ***** strategic plan, and resources to cover costs ***** be allocated. A system for moni*****ring employee per*****mance relative to safety ***** health must ***** monitored, *****sess and properly rewarded as *****. Employees must be empowered to make safety ***** highest priority, despite deadlines or any o*****r necessity. (U.S. Army ***** Web site, 2004)

The second step is ***** a steering committee including the leadership of the ***** and ***** safety officer. The committee assumes responsibility f*****:

Making sa*****ety ***** ***** concerns a part of the organization's ***** plan.

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