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 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 '*****p down' *****. Moreover, it is ***** to permeate all parts of a comp*****, the rationale being that 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 Web site, *****) However, it does more than pay lip service to those ideas. As practiced at the Idaho National ********** and Environmental Laboratory (INEL), employees "Clearly understand ***** if, at any time, (they) deem an activity to be unsafe due to conditions or behavior, (they) have the oblig*****ion to stop work until the situation is resolved." (INEL ***** site, 2004, roles-responsibilities page)

It is also dependent upon altering the culture of ********** that adopt it, which means ***** 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 organizations 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 ***** safety and ***** approaches often fail to ***** the necessary safety-related behaviors and attitudes in their employees. (INEL Web site, 2004, total safety ***** page)

***** believed that in order to achieve the goal of optimal safety, ********** 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.

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

Performance Orientation

Leader Commitment

Teamwork *****

Employee Empowerment

Scientific Decision-Making

Continual Improvement

Comprehensive Training

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

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

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


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