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 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 'top down' *****. Moreover, it is designed to perme*****te all parts of a comp*****, the rationale being that any "performance-oriented approach ***** safety management... involves the total organization in establishing 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 N*****ional *****ngineering and Environmental *****aboratory (INEL), employees "Clearly understand ***** if, at any time, (they) deem an activity to be un***** due to conditions or behavior, (they) have the obligation to stop work until the situation is resolved." (INEL ***** site, 2004, 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 im*****lant the safety-consciousness needed for TSM ***** work as envisioned. ***** acknowledges that ***** that rely on conventional safety leadership approaches very often fail to inspire optimal safety-related attitudes ***** behaviors in their employees. Organizations rely*****g on ***** safety and leadership approaches often fail to inspire the necessary safety-related behaviors and attitudes in their employees. (INEL Web site, 2004, total safety culture *****)

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 organization.

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

Performance Orientation

Leader Commitment

Teamwork Orientation

Employee Empowerment

Scient*****ic Decision-Making

Continual Improvement

Comprehensive Training

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

Once the performance orientating of the organization has ********** made a part, or at least a goal, ***** the *****, ***** 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 monitoring employee ***** relative to safety and health must ***** monitored, ********** and properly rewarded as needed. Employees must be empowered to make safety their 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 organization and ***** safety officer. The committee assumes responsibility *****:

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


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