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. Rather, Goetsch designed the program so that it would have to involve executive commitment; in short, it is a 'top down' *****. Moreover, ***** is designed to permeate all parts of a comp*****, the rationale be*****g ***** any "performance-oriented approach ***** safety management... involves the total organization in establishing and maintaining a safe and healthful work environment." (U.S. Army Safety ***** site, *****) However, it ***** more than pay lip service to those ideas. As practiced at the Idaho N*****ional Engineering and Environmental Laboratory (INEL), employees "Clearly understand that if, at any time, (they) deem an activity to be un***** 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 ***** *****s that adopt it, which means altering the organization's "customs, tradition, rites and rituals" (Goetsch, 1997, p. 15) if necessary to im*****lant the safety-consciousness needed for TSM to work as env*****ioned. ***** 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 relying on conventional safety and leadership approaches often fail to ***** the necessary safety-related behaviors ***** attitudes in their *****. (INEL ***** site, 2004, 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 that implementation must involve the entire organization.

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

Performance Orientation

Leader Commitment

Teamwork *****

Employee Empowerment

Scient*****ic Decision-Mak*****g

Continual Improvement

Comprehensive Training

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

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

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

Making safety and health concerns a p*****rt of the organization's strategic plan.


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