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

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Workplace Safety

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

Used 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 *****. (***** 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' *****. Moreover, it is designed to perme*****te all parts of a comp*****, the rationale be*****g ***** any "performance-oriented approach to safety management... involves the *****tal organization in establishing 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 ***** Idaho National *****ngineering and Environmental Laboratory (INEL), employees "Clearly understand that if, at any time, (they) deem an activ*****y to be un***** due to conditions or behavior, (they) have the obligation to stop work until the situation is resolved." (INEL Web site, *****, 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 ***** work as env*****ioned. ***** acknowledges that ***** that rely on conventional safety leadership approaches very often fail to inspire optimal safety-related attitudes and *****s in *****ir employees. Organizations rely*****g on conventional safety ***** leadership approaches often ***** to ***** the necessary safety-related behaviors and attitudes in their *****. (INEL Web site, 2004, total safety culture 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 ***** implementation must involve the entire organization.

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

Performance Orientation

Leader Commitment

Teamwork Orientation

Employee Empowerment

Scientific Decision-Mak*****g

Continual Improvement

Comprehensive Training

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

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

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

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


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