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 ***** "flavor of the month" approach to industrial safety. (Safety 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, ***** is ***** to perme*****te all parts of a comp*****, the rationale being ***** any "performance-oriented approach ***** safety management... involves the total organization in establ*****hing ***** maintaining a safe and healthful work environment." (U.S. Army ***** Web site, *****) However, it ***** more than pay lip service to those ideas. As practiced at ***** Idaho National 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 **********, (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 ***** *****s ***** 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. 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 *****ing on ***** safety ***** leadership approaches often fail to inspire the necessary safety-related behaviors and attitudes in their *****. (INEL Web site, *****, total safety ***** *****)

***** believed that in order to achieve the goal of optimal safety, *****anies 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 ********** ***** a *****ing knowledge of the fundamentals of TSM. The basic elements can be divided into these categories:

Performance Orientation

Leader Commitment

Teamwork *****

Employee Empowerment

Scientific Decision-Making

Continual Improvement

Comprehensive Training

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

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

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

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


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