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 the "flavor of the month" approach to industrial *****. (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 '*****p down' *****pproach. Moreover, ***** is designed to permeate all parts of a company, 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 ***** ***** site, *****) However, it does more than pay lip service to those ideas. As practiced at the Idaho National ********** and Environmental *****aboratory (INEL), employees "Clearly understand that 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 ***** 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 organizations that rely on conventional safety leadership approaches very often fail to inspire optimal safety-related attitudes and behaviors in their employees. Organizations rely*****g on conventional safety and ***** approaches often fail to ***** the necessary ***** behaviors ***** attitudes in their employees. (INEL ***** site, *****, total safety culture page)

Goetsch 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 ***** implementation must involve the entire *****.

Implementing TSM requires, first, that the ********** ***** a *****ing knowledge of the fund*****mentals of TSM. The basic elements can be divided in***** *****se categories:

Performance Orientation

Leader Commitment

Teamwork Orientation

Employee Empowerment

Scient*****ic Decision-Making

Continual Improvement

Comprehensive Training

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

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

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

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


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