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 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 ***** to perme*****te all parts of a company, the rationale being ***** any "performance-oriented approach ***** safety management... involves the total organization in establ*****hing and maintaining a safe and healthful work environment." (U.S. Army Safety ***** site, *****) However, it does more than pay lip service to those ideas. As practiced at the Idaho N*****ional Engineering 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 oblig*****ion to stop work until the situation is resolved." (INEL Web site, 2004, roles-responsibilities page)

It is also dependent upon altering the culture ***** ********** that adopt it, which means ***** the organization's "customs, tradition, rites and rituals" (Goetsch, 1997, p. 15) if necessary to im*****lant the safety-consciousness needed for TSM ***** 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 **********g on ***** safety and ***** approaches often ***** to inspire the necessary ***** behaviors ***** attitudes in their *****. (INEL ***** site, *****, total safety ***** 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 *****.

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

Performance Orientation

Leader Commitment

Teamwork *****

Employee Empowerment

Scient*****ic Decision-Making

Continual Improvement

Comprehensive Training

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

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

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

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


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