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.

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 ***** 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, it is designed to permeate all parts of a comp*****, the rationale be*****g ***** any "performance-oriented approach to safety management... involves the *****tal organization in establ*****hing and maintaining a safe and healthful work environment." (U.S. Army Safety Web 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 that if, at any time, (they) deem an activ*****y to be unsafe due to conditions or *****havior, (they) have the obligation to stop work until the situation is resolved." (***** Web site, *****, roles-responsibilities page)

It is also dependent upon altering the culture of organizations that 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. ***** acknowledges that ***** 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 ***** safety ***** ***** approaches often ***** to inspire the necessary ***** behaviors and attitudes in their employees. (INEL ***** site, 2004, total safety ***** 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 that implementation must involve the entire organization.

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

Performance Orientation

Leader Commitment

Teamwork Orientation

Employee Empowerment

Scient*****ic Decision-Making

Continual Improvement

Comprehensive Training

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

***** ***** performance orientating of the organization has been made a part, or at least a goal, ***** the culture, the first activity is gaining leader commitment. Leaders must ensure ***** ***** and health are included as high pri*****ities in the organization's strategic plan, and resources to cover costs must be allocated. A system for moni*****ring employee performance relative to safety ***** health must be monitored, assess and properly rewarded as needed. Employees must be empowered to make ***** ***** 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 *****ganization and the ***** officer. The committee assumes responsibility for:

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


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