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.

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

TSM 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 '*****p down' *****. Moreover, it is designed to perme*****te all parts of a comp*****, the rationale being that any "performance-oriented approach to safety management... involves the total organization in establ*****hing and maintaining a safe and healthful work environment." (U.S. Army Safety ***** site, 2004) However, it does more than pay lip service to those ideas. As practiced at the Idaho N*****ional Engineering and Environmental Laboratory (INEL), employees "Clearly understand ***** if, at any time, (they) deem an activ*****y to be unsafe due to conditions or behavior, (they) have the obligation to stop work until the situation is resolved." (***** Web site, 2004, roles-responsibilities page)

It is also dependent upon altering the culture ***** organizations that adopt it, which means ***** the organization's "customs, tradition, rites and rituals" (Goetsch, 1997, p. 15) if necessary to implant 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 ***** *****s in their employees. Organizations relying on conventional safety and ***** approaches often ***** to ***** the necessary safety-related behaviors ***** attitudes in their employees. (INEL Web site, *****, total safety ***** 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 ********** ***** a *****ing knowledge of the fund*****mentals of TSM. The basic elements ***** be divided in***** these categories:

Performance Orientation

Leader Commitment

Teamwork *****

Employee Empowerment

Scientific Decision-Making

Continual Improvement

Comprehensive Training

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

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

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

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

. . . . [END OF DISSERTATION PREVIEW]

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