qm 0014 mbatqm project thesis roll no 521036989 final
TRANSCRIPT
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Study of nature and effectiveness of links
betweenTotal Quality Management and Health &
Safety Management
PROJECT REPORT
Submitted by
Jeyalal. J
in partial fulfillment o f the requirement
for the award of the degree
Of
Master of Business Application (MBA)
IN
Total Quality Management
JUNE & 2013
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STUDENT DECLARATION
I here by declare that the project report entitled
Study of nature and effectiveness of links
betweenTotal Quality Management and Health &
Safety Management
Submitted in partial fulfillment of the requirements for the degree of
Master of Business Application (MBA)
IN
Total Quality Management
To Sikkim-Manipal University, India, is my original work and not submitted for
the award of any other degree, diploma, fellowship, or any other similar title or
prizes
Place: Chennai Name: Jeyalal. J
Date: 05.06.2013 Reg. No:521036989
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EXAMINERS CERTIFICATION
The project report of
Jeyalal. J
Study of nature and effectiveness of links
betweenTotal Quality Management and Health &
Safety ManagementIs approved and is acceptable in quality and form
Internal examiner External examiners
(Name, Qualification & designation) (Name , Qualification)
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UNIVERSITY STUDY CENTRE CERTIFICATE
This is to certify that the project report entitled
Study of nature and effectiveness of linksbetweenTotal Quality Management and Health &
Safety Management
Submitted in partial fulfillment of the requirements for the degree of
Master of Business Application (MBA)
IN
Total Quality Managementof
Sikkim-Manipal university of Health, Medical and technological sciences
Jeyalal. J
has worked under my supervision and guidance and that no part of this report
has been submitted for the award of any other degree, Diploma, Fellowship or
other similar titles or prizes and that the work has not been published in any
journal or Magazine.
(Reg. No: 521036989)
Certified
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Acknowledgement
I would like to thank everybody who has given me support and encouragement
during this study.
In particular, I would like to thank Prof.M.Saravanan, MS (IIT - Madras),
Chennai, India for his assistance and supervision of this work. My Sincere
thanks goes to the company personnels who responded to the questionaire,
interview questions. I would also like to acknowledge the valued contribution of
the personals like Mr. T. Chembian, Director of Glace study center, Chennai
and their staff who dedicatly given support during my whole MBA journey.
I would also extend my sincere thanks to Mr. Clement Barnabas, Managing
Trustee-Shekina, Mr. Bala Subramanian, MD & QA/QC Head, Falcon
Industrial Testing Laboratory Pvt Ltd, and Mr. Dhamodharan J, MD, Capital
RE Energy Company Pvt Ltd for their support and encouragement during this
study. A special gratitude must also be expressed to my wife Meeha and Son
Nethan for their patience and support.
Dedicated to
My Mom, Mrs. Leela.C (Lt) &
My Dad, Mr. Jeyaseelan. Y (Lt)
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Synopsis
In the 2010s many forward looking companies are adopting strategies to
achieve business excellence and world class performance through the use of
Total Quality Management (TQM) to develop and support an integrated
approach to business management. Yet, in the discipline of Health & Safety
Management (HSM) there is little evidence to suggest that the core principles of
TQM have been applied to any great extent.
The overall objective was to understand the nature and effectiveness of the links
between TQM and HSM and to explore the causes of links where they exist,
assess their effectiveness. The methodology used was to develop a questionaire
(against the EQM as a reference) to facilitate data being collected through an
interview with representatives of companies and analyse the data using affinity
diagram and quality tree method.
The overall impression was that TQM principles were applied less to HSM than
the core business, other than in those businesses where safety was clearly
recognised and accepted as a critical factor for the overall success of the
business. This study will form a basis of organisation that wants to integrate its
TQ principles to its H&S managenment.
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Table of content
S.No Topic Page No
1. Chapter 1- Introduction
1.1 Quality Concept 10
1.2 Quality Evolution and the birth of TQM 11
1.2.1 Inspection 11
1.2.2 Quality control 12
1.2.3 Quality assurance 12
1.2.4 Total Quality Management (TQM) 12
1.3 Objective of the study 13
1.4 Methodology 13
1.4.1 Steps 13
1.4.2 The Survey InstrumentQuestionnaire 14
1.4.3 The Interview Process 15
1.5 Health and Safety Management 15
1.5.1 Policy 17
1.5.2 Organising 17
1.5.3 Planning 17
1.5.4 Measuring performance 18
1.5.5 Auditing and reviewing performance 18
1.6 Conclusion 19
2 Chapter 2 - Related Studies
2.1 Existing studies 20
2.2 Proposed studies 21
2.3 Advantages of the proposed study 22
2.4 Limitations of the study 23
3 Chapter 3 - TQM Techniques and Implications
3.1 A model for linking TQM with H&S Management 24
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3.2 The European model for Total Quality Management 26
3.3 Data Analysis and Structuring 28
3.3.1 Relational Database 28
3.3.2 Data Analysis and Structuring 29
3.4 Safety management and its relationship to quality
management
29
3.4.1 Conflict between safety and quality management 31
3.4.2 Similarities between safety and quality management 31
4 Chapter 4 - Planning and Implementation
4.1 Business Planning and Strategies 33
4.2 Inferences & Interpretation of the study 34
4.3 TQM Process 35
4.4 Reports and Performance Review of the proposedsystem
41
5 Chapter 5
5.1 Conclusion 80
5.2 Future Work 82
6 Chapter 6 - Bibliography/ References 83
List of Tables
Table No Title Page No
4.1 Characteristics of TQM according to the EFQM
Model of Self Assessment.
37
4.2 Characteristics of TQM as Perceived by Sample
companies
40
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List of Figure
Fig No Title Page No
1.1 Models for TQM The HS(G) 65 Model for H & S
Management
16
3.1 The Journey into Quality 25
3.2 The Tramline Model of TQ 25
3.3 Convergences of TQ and HSM 26
3.4 EFQM - The European Model for Business Excellence 28
List of Symbols, Abbreviations and Nomenclature
EFQM - European Foundation for Quality Management
EQM - European Model for Total Quality Management
HSM - Health and Safety Management
HSW Act - Health and Safety at Work Act
QM - Quality Management
TQ - Total Quality
TQM - Total Quality Management
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1. INTRODUCTION1.1 Quality Concept:The international definition of quality is: the degree to which a set of inherent
characteristics fulfills requirements. It is meant to distinguish one organization,
event, product, service, process, person, result, action, or communication from
one another. Different organizations define quality differently. It can be simply
and commonly put as delivering the promise so as to ensure customer
satisfaction.
Quality is one of the factors which are not negotiable.
Various Types of Quality
Quality of Design
Quality of Product
Quality of Process
Quality of Systems
Quality of Service
In todays context, the following may be rightly said about quality:
Quality exists everywhere, and there is less distinction between companies
than there was some years ago. So better quality is the word of the day.
Quality increases productivity. Also, it is true that less quality decreases
productivity as more time and energy is spent in corrective action and
placating unhappy customers.
Quality leads to better performance in the market place. Firms having better
market capitalization will always be having better quality for their products/
services.
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Quality means improved business performance.
The cost of non-quality is high. The corrective measures taken by the
company for non-quality is high, as in damages paid, legal liabilities for non-
delivery of promises to customers.
Customer expects better quality with each passing day.
Quality is a process and not a programme, and is a way of life.
1.2 Quality Evolution and the birth of TQM
During the last two decades or so, simple inspection activities have been
replaced by quality control, quality assurance has been developed and refined
and now many companies are working towards TQM. In this progression, four
discrete stages can be identified:
1. Inspection
2. Quality control
3.
Quality Assurance
4. TQM
The four stages are briefly described for explaining the quality evolution and the
birth of TQM.
1.2.1 InspectionUnder a simple inspection based system, one or more characteristics of a
product, service or activity are examined, measured, tested, or assessed and
compared with specified requirements to assess conformity with a specification
or performance standard.
The system is an after-the-event screening process with no prevention content.
There is an emphasis on reactive quick-fix corrective actions and the thinking isdepartment based.
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1.2.2 Quality controlWith quality control, there will have been some development from the basic
inspection activity in terms of sophistication of methods and systems, self-
inspection by approved operators, use of information and the tools and
techniques which are employed.
While the main mechanism for preventing off-specification products and
services from being delivered to customers is screening inspection, quality
control measures lead to greater process control and a lower incidence of non
conformance.
1.2.3 Quality assuranceA lasting and continous improvement in quality can only be achieved by
directing organizational efforts towards planning and preventing problems from
occurring at source.
There is a shift in emphasis from mere detection towards prevention of nonconformances.
1.2.4 Total Quality Management (TQM)TQM involves the application of quality management principles to all aspects of
the organization, including customers and suppliers, and their integration with
the key business processes. TQM requires that the principles of qualitymanagement should be applied in every branch and at every level in the
organization with an emphasis on integration into business practices and a
balance between technical, managerial and people issues. It is a company-wide
approach to quality, with improvements undertaken on a continuous basis by
everyone in the organization. Some other features of TQM are listed below:
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Individual systems, procedures will require a broadening of outlook and
skills and an increase in creative activities from those required at the quality
assurance level.
The spread of TQM philosophy will also be accompanied by greater
sophistication in the application of tools and techniques, increases emphasis
on people, process management, improved training and development and
greater efforts to eliminate wastage and non-value adding services.
The process will extend beyond the organization to include partnerships with
all stakeholders of the business.
1.3 Objective of the study
Specific aims of the Study were.
a. To understand the nature and effectiveness of the links between TQM
and HSM
b. To explore the causes of links where they exist, assess their
effectiveness, the benefits realized and the outcomes achieved.
a. To catalogue areas of good practice.
1.4 Methodology
1.4.1 Steps
The steps involved were.
a. Secure a sample of 20- 30 companies known to be using TQ principles in
the management of their core business.
b. Develop a questionair to facilitate data being collected through an
interview with representatives of companies.
c.
Carry out the interviewd. Analyse the data and report.
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Sample Companies.
a. Data was collected from 24 companies that collectively covered a range
of industries, sizes and types of organization.
Industries :
1. Construction 2. Emergency Services 3. Finance Services
4. Food Products & and services. 5. Health Care Products and services. 6. Manufacturing
7. Oil and Chemicals Utilities 8. Transport & Distribution 9. Technology
b. Sizes and types:
Family businesses
Public services and utilities
Nationally recognized companies
Global and international organizations.
Several companies had achieved independent recognition of their use of TQM
achieve business excellence, e.g. European Quality Award / Dubai Quality
Mark and ISO.
1.4.2 The Survey InstrumentQuestionnaire
Using the detailed criteria for assessment against the EQM as a reference, a
questionnaire was developed to collect evidence about.
a) Existing practices in Health and Safety Management within the sample
companies.
b) Their overall approach to TQ and where they are in relation to any longer
term programmes for developing a TQ Philosophy throughout the business.
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c) The nature of the links between H&S and TQ, if and where they exist, and if
they do not exist, why not
1.4.3 The Interview Process
Interviews were requested with people in the companies involved with both
Quality Management and Health and Safety Management. Typically, and in the
majority of companies both the Quality and Manager and the Health and Safety
Manager were tackled separetly. In a few cases they were joined by a senior
operations/ line Manager.
In nearly all cases the interviews were recorded on paper with the agreement of
those involved. In some cases the companies followed up by forwarding
documentation such as mission and policy statements, examples of
management, reports etc.
Assurance were given that information provided would remain confidential and
when used to support an analysis and conclusion within the study there would
be no identity within published reports of the source of that information.
A transcript of the interview was produced after the event using the notes,
reference materials as sources of information. The resource constraints of the
project meant that the information provided could not be validated
independently beyond the interview. In nearly all cases, however, the
transcripts were sent to the companies involved for validating factual accuracy.
1.5 Health and Safety Management
HEALTH AND SAFETY EXECUTIVE MODEL
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The Health and Safety Executives model for achieving excellence in the
management of Health and Safety is presented in HS(G) 65. It identifies 6 inter
connected key elements, as shown in Figure 1.1
Within this framework it gives many of the characteristic one would expect
within a TQ culture.
a. Policies that are supportive of human resources development.
b. Minimising loss
c. A systematic approach
d. Continuous improvement policies
e. Supportive organizational cultures.
Figure 1.1 Models for TQM The HS(G) 65 Model for H & S
Management
The key elements of successful health and safety management are set out in
this summary. Diagram 1 outlines the relationship between them.
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1.5.1 Policy
Effective health and safety policies set a clear direction for the organisation
to follow. They contribute to all aspects of business performance as part of a
demonstrable commitment to continuous improvement. Responsibilities to
people and the environment are met in ways which fulfil the spirit and letter of
the law. Stakeholders expectations in the activity (whether they are
shareholders, employees, or their representatives, customers or society at large)
are satisfied. There are cost-effective approaches to preserving and developing
physical and human resources, which reduce financial losses and liabilities.
1.5.2 Organising
An effective management structure and arrangements are in place for
delivering the policy. All staff are motivated and empowered to work safely
and to protect their long-term health, not simply to avoid accidents. The
arrangements are:
underpinned by effective staff involvement and participation; andn
sustained by effective communication and the promotion of competence
which n allows all employees and their representatives to make a
responsible and informed contribution to the health and safety effort.
There is a shared common understanding of the organisations vision, values
and beliefs. A positive health and safety culture is fostered by the visible and
active leadership of senior managers.
1.5.3 Planning
There is a planned and systematic approach to implementing the health
and safety policy through an effective health and safety management
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system. The aim is to minimise risks. Risk assessment methods are used to
decide on priorities and to set objectives for eliminating hazards and reducing
risks. Wherever possible, risks are eliminated through selection and design of
facilities, equipment and processes. If risks cannot be eliminated, they are
minimised by the use of physical controls or, as a last resort, through systems of
work and personal protective equipment. Performance standards are established
and used for measuring achievement. Specific actions to promote a positive
health and safety culture are identified.
1.5.4 Measuring performance
Performance is measured against agreed standards to reveal when and
where improvement is needed. Active self-monitoring reveals how effectively
the health and safety management system is functioning. This looks at both
hardware (premises, plant and substances) and software (people, procedures and
systems) including individual behaviour and performance. If controls fail,
reactive monitoring discovers why by investigating accidents, ill health or
incidents which could cause harm or loss. The objectives of active and reactive
monitoring are:
to determine the immediate causes of sub-standard performance; andn
to identify the underlying causes and the implications for the design and n
operation of the health and safety management system.
Longer-term objectives are also monitored.
1.5.5 Auditing and reviewing performance
The organisation learns from all relevant experience and applies the
lessons. There is a systematic review of performance based on data from
monitoring and from independent audits of the whole health and safety
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management system. These form the basis of self-regulation and of complying
with sections 2 to 6 of the Health and Safety at Work Act 1974 (HSW Act) and
other relevant statutory provisions. There is a strong commitment to continuous
improvement involving the constant development of policies, systems and
techniques of risk control. Performance is assessed by:
Internal reference to key performance indicators; and n
External comparison with the performance of business competitors and
best n practice, irrespective of employment sector
Performance is also often recorded in annual reports.
1.6 Conclusion
Those who are committed to Total Quality Management (TQM) believe that
Safety Management is encompassed within their philosophy, along with all
other types of management. Although there are indeed significant overlaps and
synergies between safety and quality management, there are also critical
differences. In fact, there may be considerable conflict between the needs of
safety management and those of quality management.
One argument why this is so is that there is strong pressure to limit the scope of
quality management systems so that the chances of non-compliance and, hence,
of incurring the penalty of losing accreditation are reduced. If Safety
Management were seen as an essential component in the achievement of TQM,
it would be a mandatory part of the accreditation of a quality system whereas, in
practical quality management, extraneous or difficult areas may in fact be
ignored. Safety management appears to fall into one or other of these areas, and
is therefore excluded.
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Chapter 2 - Related Studies
2.1 Existing studies
Quality Management (QM) is an approch to do business that began to gain wide
acceptance in US and around the world in late 1980s and early 1990s, and was
originally called total quality management, or TQM. Various individulal
components of this concept had been used by forward-looking organisations for
years. However, not until the 1990s were these componets pulled together into a
cohesive philosophy of how to do business in a competitive global environment.
The safety and health professional of today is likely to work in an organisation
that practise the QM philosophy. Consequently, we must understand QM and
how to appy its principles to the management of an organisations safety and
health programs.
In 1991 the Health and Safety Executive (UK) published its guidance document
successful Health and safety Management as: .. a soruce of reference and
guide for all those involved in the management system general managers,
those involved with special health and safety responsibilities and people at the
very top of organizations.
The Health and Safety Executive have found little evidence to suggest that the
application of the core principles of TQM have been applied to the management
of Health & Safety on any significant scale.
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2.2 Proposed studies
Specific aims of the Study were.
a.To understand the nature and effectiveness of the li nks between TQM andHSM
The report initially presents a review of the characteristics of TQM as precursor
to identifying and reporting on specific links between TQM and H&S
Management evident from the research.
Definition of Total Quality Management (TQM)
TQM as defined by the European Foundation for Quality Management (EFQM)
is:
The way the organization is managed to achieve business excellence based
upon fundamental principles, which will include: customer focus, involvement
and empowerment of people and teams, business process management and
prevention based systems, continuous improvement.
European Foundation for Quality Management self assessmnet guidelines for
Companiesref 1
Definition of Health and Safety Management (H & S M):
The scope, definition and understanding of the phrase Health and Safety
Management are in itself a feature of the study. Traditionally, and to may it has
related to the management of activities to control the risk of harm to employees
in the workplace. HS(G) 65 encourages a much wider and holistic perspective
to satisfy the expectations of shareholders, employees, customers and society
at large
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b.To explore the causes of l inks where they exi st, assess their effectiveness,the benefi ts reali zed and the outcomes achieved.
It then reviews the nature and effectiveness of the links in a style that:
a. Identifies the nature of the link.
b. Outlines what would constitute an ideal link.
The LINK is defined as follows:
The premise for the research is the there are aspects of the management of
the core business, which is characterized by the term TQM, that are not yet
part of the management of Health and Safety. In that context, the term
link is defined as:
.. a facet of management that is common to both the core business and
the management of Health and Safety.
2.3 Advantages of the proposed study
The propose study will catalogue areas of good practice.
Assesses how effective the link was in the sample companies, using examples
from the study to indicate.
i. Areas of good practice
ii. Where positive effort is being applied to building the link, and
iii. Differences in practice symptomatic of a poor link.
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2.4 Limitations of the studyThough the study has a numerous advantages, it has some limitations also. A
detailed analysis is not carried out for
1. The causes of poor links and the reasons why practices in H & S are
different to the core business where TQM is the norm, and
2. The reasons businesses may choose to use TQM in the management of
Health and Safety.
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Chapter 3 - TQM Techniques and Implications
3.1 A model for linking TQM with H&S Management
The Tramline Model
The ideal of a journey into Quality weas introduced in chapter 2, such an
analogy also serves to understand the principles and issues of links between TQ
and H&S management.
The ideal would be that the management of H&S is fully integrated into the
management of the core business. This could mean, for example, that the
management processes used to control the risk of loss from a safety failure are
the same as for controlling loss from a product quality failure, e.g. management
meetings address safety performance alongside other aspects of performances,
notably those relating to product of service quality. Such a state would be
essential for achieving maximum scores within the EFQM criteria ofassessment.
By definition, It H&S is not fully integrated into the normal working patterns of
the business the core business still has some distance to travel on its journey
into Total Quality.
If one can consider that journey to be represented by monorail (Fig 3.1) a
parallel rail represents a similar journey of improvement in the management of
H&S (Fig 3.2). The exact sequence of milestones is not important. The
relevance is that there is a transition involved that will be characterized by a
number of key changes along the way.
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Cultural Shift
Time
Figure 3.1 The Journey into Quality
Core Business Management
Health & Safety Management
Figure 3.2 The Tramline Model of TQ
One would expect the milestones to be very similar, i.e. the use of
systems, use of problem solving tools, adopting core value and
behaviours etc. but at any moment in time progress within the core
business may be ahead of the within H&S. Indeed, it is possible that
System
Managem
ent
ProblemS
olv
ing
ProcessManagem
ent
ValuesandBehavio
urs
CustomerFo
cus
StakeholderFo
cus
System
Manageme
nt
ProblemSo
lving
ProcessMa
nagement
Valuesand
Behaviours
CustomerF
ocus
Stakeholde
rFocus
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H&S is in advance of the core business given a particular set of
circumstances.
If the core philosophy of TQ applies then it should only be a matter of
time before the two are effectively integrated and the tramlines converge
as Fig.3.3
Core Business Management
Health & Safety Management
Figure 3.3 Convergences of TQ and HSM
System
Management
P
roblemS
olving
Proc
essManagement
ValuesandBehaviours
C
ustomerFocus
StakeholderFocus
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3.2 The European model for Total Quality Management
1. The data was collected using a questionnaire based upon the key elements
of the European Model for Total Quality Management (1996) (EQM)
which is at the core of the European Foundation for Quality Management
(EFQM) process for self assessment.
2. The EQM identifies with 9 key aspects of the business. It tells us that.
Customer satisfaction, People (Employee) Satisfaction and the Impact
upon Society are achieved through Leadership driving Policy and
Strategy, People Management, the Management of Resources and
Processes, leading ultimately to excellence in Business Results.
3. The model is often presented diagrammatically, as in Figure 1.1 which
shows how it comprises two categories.
a) Resultswhat the organization has achieved and is achieving and
b)Enablers- how the results are being achieved.
4. In its use for assessing an organisations progress towards business
excellence relative values are ascribed to each criteria within the model
up to the maximum shown in Fig.1.1 The points are equally split between
results and Enables
5 Documentation produced by the EFQM details what evidence will be
needed to assess the Organisations ability within each of the 9 key
elements.
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Figure 3.4 EFQMThe European Model for Business Excellence
3.3 Data Analysis and Structuring
3.3.1 Relational Database
A relational database was created to analyse the sampled data around the
following aspects of the brief.
Good practice in HSE
Hallmarks/ Characteristics of TQ as quoted by the sample
companies.
Interview- Assessment following the interview
InterviewDesign of Questionnaire
InterviewUse of Questionnaire
LinksBarriers to links between HSE and TQM
Links Benefits & outcomes from links between TQM and
HSE where they exist.
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Links Differences between TQ and HSE mgt where
identifiable in a particular company.
Links Effective of links between TQM and HSE where they
exist.
LinksOverview
LinksThe nature of the links between TQM & HSE
PerformancePerformance Measurement.
PerformancePerformance parameters used in companies
ProcessesUsed for HSE Management.
The relational database was popularized with over 600 entries were created
relating extracts from the transcripts to the issues noted.
3.3.2 Data Analysis and StructuringData base reports were extracted for each key issue and each company.
Key words and phrases were extracted from these reports and analysed using a
TQ tool called affinity diagrams to identify key areas and structure from the
source date.
The evidence is presented under headings that have evolved from the
structuring process. References in the script marked within ( ) identify the
database entry for traceability and audit.
3.4 Safety management and its relationship to quality management
Those who are committed to Total Quality Management (TQM) believe that
Safety Management is encompassed within their philosophy, along with all
other types of management. Although there are indeed significant overlaps and
synergies between safety and quality management, there are also critical
differences. In fact, there may be considerable conflict between the needs of
safety management and those of quality management.
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It has been argued that the common management process of implementing,
recording, monitoring and controlling of processes is shared by safety
management and TQM, and therefore safety is fully encompassed by the TQM
philosophy. At a practical level, however, specific references to safety
management are rarely made within literature designed for practitioners of
quality management. If safety were implicit within practical TQM, then it
would be expected to appear in such texts.
For example, quality is defined by different authors
`Conformance to agreed customer requirements' (Crosby)
`Fitness for purpose or use' (Juran)
`Totality of features and characteristics of a product or service that
bear on its ability to satisfy stated or implied needs' BS 4778
(1987)
`Total composite product and service characteristics of marketing,
engineering, manufacture, and maintenance through which the
product and service in use will meet the expectation by the
customer' (Feigenbaum)
In none of these is safety mentioned. Only in the last definition by Feigenbaum
could safety be implied within the engineering and manufacture terms. Even
here, however, the last clause emphasises the customer's view and it is unlikelythat a customer for a hard product will place much importance on a supplier's
internal safety performance except as it impacts on delivery time. Where a
service is offered there might be more emphasis on safe provision - for example
a building contractor's performance might be checked, but that is not explicit in
these classical definitions of quality.
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One argument why this is so is that there is strong pressure to limit the scope of
quality management systems so that the chances of non-compliance and, hence,
of incurring the penalty of losing accreditation are reduced. If Safety
Management were seen as an essential component in the achievement of TQM,
it would be a mandatory part of the accreditation of a quality system whereas, in
practical quality management, extraneous or difficult areas may in fact be
ignored. Safety management appears to fall into one or other of these areas, and
is therefore excluded.
3.4.1 Conflict between safety and quality management
Practical Total Quality Management is essentially about the product and the
management of production. As would be expected in a production environment,
all systems are focused on the needs of the customer in respect of the provision
of a quality product. As a contrast to this, safety management relates instead to
the process of operation and the safety of people working within the productionprocess. Often there may actually be conflict between the needs of production
and the safety of the work force.
This argument can be framed in terms of the level of acceptable failure of the
production or safety process and the costs of those failures to the company. It
revolves around the incentive that drives product quality and safety, the abilityto control both outputs and the question whether they have equal access to funds
in a commercial environment - the true conflict.
3.4.2 Similarities between safety and quality management
For all that has been said on the considerable differences and conflicts between
safety management and quality management, there is also a great deal of
cohesion. It has been suggested by the Health and Safety Executive that
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companies should use the models for quality management upon which to
develop a structured safety management system and this is good advice. A
systematic approach to safety management as taken with quality management
can have many benefits in terms of consistency of approach, avoidance of the
duplication of resources, and prevention of gaps in treatment of safety issues.
That last point is of particular importance as it is for any situations where there
is reliance on the vagaries of human behaviour.
Here, then, the arguments can be framed in terms of
i.
the benefits of a unified, systems approach,
ii. the synergy that should exist between all forms of good management that
increases profits,
iii. the very substantial similarities in administrative techniques employed
and
iv. The enthusiasm that can be generated to do a better job.
A systems based approach implies consistency of approach to many of the
problems within management and TQM should, if an honest system, encompass
safety management within its remit. In common, therefore, with other
management systems there should be mechanisms to set and react to targets and
respond to non conformances. There should be cost savings arising from
integration of training and from the same areas that TQM claims to target - losttime, lost production etc.. Finally, the drive for continuous improvement that is
central to TQM is also very appropriate for safety management.
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Chapter 4 - Planning and Implementation
4.1 Business Planning and Strategies
The terms business is used extensively within the analysis. In that sense it is
used generically and applies to any type of organization irrespective of its
commercial standing or mode of operation.
1. Examples extracted from the interview transcripts and used to support a
particular analysis are denoted as follows:
a. Indicates an effective link and exemplifies good practice in the
management of H&S
b. Exemplifies an in effective link, in part or in whole, in that
differences have been identified between the management practices
in H&S and the core business and attention is needed to remedy the
differences between the core business process that prevails and the
process being adopted for H&S.
Chapter 2 and 3 presented a review of the general characteristic of TQM, both
in established published models and as viewed collectively by the sample
companies.
This section reviews the nature of specific links between H&S management and
TQM as identified within the project and where such links do exist how
effective they were in the sample companies.
The basic aim is to show how, in general terms, businesses apply the elements
of TQM to the management of H & S relative to other aspects of their business
that are more obviously associated with their core supply chain processes
aligned to their paying customers.
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In doing so, the analysis will identify where links are strong and effective and
where there are areas for improvement.
4.2 Inferences & Interpretation of the study
For each identified link, the following information is presented.
a) The nature of the linkwhat is the specific characteristic of TQM
being included under the heading.
b) The idealwhat one might expect to see if H&S is an integral partof an overall TQM programme, using the review outlined in
Section 2 as a benchmark.
c) an assessment of the effectiveness of the link by reference to how
practices in the management of H&S compared to the ideal, and
how specific practices compare at each and of the link i.e. to
establish that what is happening in the core business is also
happening in H&S, accepting that the corer business itself may be
short of achieving the ideal in TQM.
d) Examples from interview transcripts identifying good practice
where the links are known to be effective, differences where the
links are known to be ineffective to some degree.
If a link is deemed to be effective then the practice and approach to the specific
attributed of TQ identified under nature of the link would be the same, or
nearly the same for H&S as it is for the remainder of the core business. If it was
ineffective then there would be identifiable difference.
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4.3 TQM Process
The review is presented under the following headings and sub headings derived
from TQM process of the European model
a) Policy and strategy
Continuous improvement Prevention Stakeholders
b) People Management and Organization
Learning Teams and Team working
Employment Values and Behaviours
Recognition Communications
Participation and involvement Organisational Relationships
c) Planning & implementation
Business Planning Strategy
Goals and Targets Process Management
d) Measuring performance
Performance Measurement
e) Audit and review
Audit Analysis and Review
Characteristics of TQM according to the EFQM Model of Self Assessment.is
presented in table 4.1 and the quality tree of relationships is presented in Table
4.2.
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Empowerment
effective communication, vertically and laterally
Processes The management of all value adding
activities Within the organization. How
processes are identified Reviewed and if
necessary revised to ensure Continous
improvement of the organizations
Activities.
identification and management of critical processes
Standards of operation established by reference to
stakeholders.
Challenging targets for improvement set by bench
marking and review of past experience.
Performance is monitored
Creativity in the process design and improvement
Process changes are controlled.
Resources The management, utilization and
preservation of Resources. How the
organisations resources are Effectively
deployed in support of policy and strategy.
financial risk is managed
Access to appropriate and relevant information to do
the job.
Supplier relationships align with policy and strategy
Optimum use of assets.
Minimising waste
minimizing environmental impact
technology is exploited and harnessed in support ofprocess improvement.
Table 4.1 Characteri stics of TQM according to the EFQM Model of Self Assessment.
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Key Area
RESULTS
CHARACTERISTIC OF TQ WITHIN THE KEY AREA
Use of key performance indicators to measure the performance Of the business as perceived and
experienced from a stakeholdersperspection.
People Satisfaction What the organization is achieving in
relations to the Satisfaction of its people.
measurement of employee perceiption through the
use of A variety of techniques that include focus
groups, employee surveys suggestion schemes etc.Customer
Satisfaction
What the organization is achieving in
relation to its external customers.
Measuremen of the customers perceptions of
service
Use of secondary indicators or service like warranty
Payments, delivery performance, corrective actions
arising from complaints etc.
Impact on Society What the organization is achieving in
satisfying the needs and expectations of the
community at large. This includes the
perceptions of the organizations Approach
to the quality of life, the environment and
To the preservation of global resources andthe Organisations own internal measures.
Measurement of the communitys perceptions of the
Activity of the business.
Assessing the degree of involvement in the local
community.
Monitoring waste.
Monitoring sources of community risk, e.g. pollutionHazards, noise, smell.
Monitoring enforcement notices applied by
regulators.
Business Results What the organization is achieving in Monitoring of P & L Account items (Sales, margins,
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relation to its planned business objectives
and in satisfying the needs And
expectations of every one with a financial
interest Or stake in the organization.
net profit)
Monitoring of Balance sheet Account items (total
assets, Working capital, share holder funds.
Focus on Credit Ratings as a potential measure of
success.
measuring improvements in long term shareholder
value.
Table 4.1 (cont) Characteristics of TQM according to the EFQM Model of Self Assessment.
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Table 4.2 Characteristics of TQM as Perceived by Sample Company
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4.4 Reports and Performance Review of the proposed system
The review is presented under the following headings and sub headings derivedfrom TQM process of the European model
4.4.1 POLICY & STRATEGY
4.4.1.1 Stakeholder
NATURE OF LINK
Identification of the needs and expectations of all Stakeholders
IDEAL
The TQ ideal requires business managers to identify with the needs and
expectations of all Stakeholders in the business, and then to align the business to
fulfill those needs and expectations in the most effective way.
Within this context Stakeholders could include:
Customers Employees
Suppliers Investors
Neighbours Regulators
Typically, Stakeholders needs are translated into mission statements, policystatements, and business goals etc which are then deployed into the business to
fulfill those needs. Ideally, they are prioritized in a way that reflects their
relative importance to the business as a whole.
It is inevitable that some of the needs of Stekeholders will relate to matters of
H&S for example
customer require
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o Products that are safe to use or consume
o continuity of supply for example to secure the safety of their
own products and services and their associated supply chains.
Employees require:
o a safe place to work
o continuity of employment that could be threatened by poor
performance in H&S
Suppliers require
o their reputation for the supply of safe products and service to be
protected.
o their personnel to be protected from injury and loss when
making deliveries
Investors require
o no direct financial loss e.g. loss of assets, litigation, arising from
unsafe acts
o
ethical behaviour from the businesses in whom they choose to
invest.
The ideal, therefore, is a holistic approach that ensures that ALL relevant needs
of ALL Stakeholders are recognized and included within the administration of
the business, which by definition will incorporate all those relating to H&S.
EFFECTIVENSS OF THE LINK
Effectiveness can be assessed by the degree to which:
a) The H&S needs of all Stekeholders are incorporated alongside
other Stakeholder needs and interests in core business
documentation, such as mission statements, corporate goals,
statements of values and behaviours and other such publications
used to focus the activity of the business.
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b) The need to relate to all Stakeholders is
reflected in the management systems used within the business,
and
Recognized and accepted by those interviewed.
In only a very few businesses was there evidence within their strategic
documentation, their management, system and the projection given by those
being interviewed, that the business identified clearly with the H&S needs of all
major stakeholders.
There is a holistic view of quality across the safety interests of all Stakeholders,
Five stakeholders were identified. These were the Shareholders, the supplier, the
customer, the community and the employee (51)
There is evidence of relevant methods of surveying opinion and attempts to ensure
that the needs of all Stakeholder groups are represented (359)
In a very small number of businesses, where the obligatory H&S Policy
Statement was the principal documentation, there was a strong impression that
the subject of H&S was associated primarily or only with Occupational H&S.
Where management systems are effective in deploying the policies and
strategies of the businesses, the process of performance measurement is used to
determine how well stakeholders needs are being satisfied through the use of
satisfaction surveys.
It was only in a small minority of organizations that such evaluation systems
existed for all the Stakeholders that were included in the formulation of mission
and strategy,
a)
satisfaction surveys were usually limited to Employees and Customers
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b) Employee satisfaction surveys usually included reference to H&S
c) A small number of companies surveyed the local community.
DIFFERENCES:
Although it was common to find that businesses identified clearly with the
product, service and financial needs of a significant number of Stakeholders
incore business documentation, it was significantly less likely that the H&S
needs of any or all of those Stakeholders would be included.
There was no evidence of the inclusion of safety in the development of mission
and value statements, nor of any statement of supporting management practices or
management behaviuours that model the business value (330\9)
H&S needs were often implied, particularly, where the nature of the business
suggested that safety may not be perceived as Critical Success Factor. The
needs of investors and other Stakeholders, for example, were usually implied
within more generic statements relating to finance and or legislation.
The company has statement of mission and values which are widely publicized
and circulated Employee, Customer and Shareholder interests are reflected in
these statements. There are no explicit references to H&S (341)
SUMMARY
The degree to which organizations identified with the H&S needs of
all Stakeholders varied significantly across the sample.
It was most common for organization to identify with the needs of
Customers and Employees in the form of product Safety and
Occupational Health & Safety. Also, in some businesses, the needs of
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the Community were recognized and included in addition to or in
preference to those of the customer.
There was a greater identity with the H&S needs of Stakeholders
when H&S was specifically stated or implied as a Critical success
Factor in achieving the business mission.
Only in minority of cases did the businesses have the same degree of
identity with Stakeholders in assessing the quality of service delivered
at the output to the business as it did when it was determining
mission, goals etc at the input.
4.4.1.2 Prevention
NATURE OF THE LINK
An approach that aims to prevent loss
IDEAL
Prevention is a core principle of TQ. It seeks to maximize Stakeholder
satisfaction by eliminating all losses, in whatever way they may arise. It
requires a culture that no longer believes it is satisfactory to react to an event
that is the cause of loss, rather a belief that the event should not have happened
in the first place.
The Ideal is:
a) an approach that anticipates the possibility of an incident or failure
occurring and seeks to control the associated risk within acceptable
limits, and
b) the deployment of processes to ensure such an approach is adopted
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c) a culture that seeks to prevent any losses and adopts a preventative
approach equally in all facets of the business.
EFFECTIVENESS OF THE LINK:
Effectiveness is indicated by:
a) the degree to which the value for prevention is shared across the
various facets of the business, and
b) The degree to which a preventative approach to the management of
H&S is evident from the processes used and initiatives being carried out
within the business,
Prevention featured strongly as a core value within TQ programmes in only
about 30% of the sample organizations. The emphasis was predominantly onthe value for continuous improvement.
DIFFERENCES
In a small number of organization the approach to H&S was reactive in the
extreme, even though evidence of achievements in applying TQ to themanagement of the core business were on display, e.g. ISO 900 certification and
industry awards.
The approach is very much about day to day problem solving (70)
The evidence indicates a reactive rather than proactive and preventative approach
to the management of H&S eg. Risk assessments after an event as distinct from
proactive and targeted risk assessments as a driver to improve performance
(490).
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Act on what you identify as opportunities for you to improve next
time, this is the essence of the Continuous improvement process.
The improvement cycle is stimulated by a variety of performance measurement
processes that include.
Process measurement
Self assessment
Benchmarking
Performance appraised
The ideal would be that all processes and activities associated with the H&S
Management System are subject to the PDCA cycle
EFFECTIVENESS OF THE LINK
Effectiveness is indicated by the degree to which the core philosophy of
Continuous improvement is recognized and applied to
a) The improvement of corer business processes to reduce the
incidence of H&S loss arising from failures in those processes.
b) Improving the effectiveness of the H&S management and TQM
processes being used to effect improvements.
Continuous improvement featured strongly as a value within core TQ
programmes in approximately 75% of the sample organizations.
Evidence indicates that many of those businesses use the Continuous,
Improvement cycle to reduce H&S losses arising from failures in core business
processes.
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DIFFERENCES
There were two main areas of difference in the way sample business deployed
continuous improvement in H&S compared to other aspects of the business
.
a) Measures and to stimulate improvement in H&S performance in
the majority of businesses are typically reactive in nature. i.e. they
measure losses that are in themselves the result of a failure. There
was limited identity with input and in-process measures which
would be more commonly used in core process improvement.
b) The use of Quality tools and techniques to analyze H&S
performance date to establish root causes and effect improvements
in H&S processes was evident only in a small minority of
businesses.
Application to functional H&S processes is less advanced. For example,processes themselves have been identified but not mapped in the conventional
sense of process flow. Internal measures have not been identified (524)
SUMMARY
Continuous improvement featured strongly within core TQ programmes in
approximately 75% of the sample organizations.
Within those organisations it is reasonably common for Continuous
improvement to be used to improve the H&S aspects of corer business
processes but it is much less common for it to be used to improve the basic
H&S management processes.
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The majority of businesses tend to use predominantly measures of loss to
stimulate improvement activity.
Quality tools and improvement techniques are used to analyse H&S
performance date only in minority of companies and much less frequently
than in other parts of the business.
4.4.2 PEOPLE MANAGEMENT AND ORGANISATION
4.4.2.1 Learning
NATURE OF THE LINK
The ability to support individual, team and organizational learning
IDEAL
From the TQ perspective, learning skills are essential to supporting a
philosophy and culture of prevention and continuous improvement.
The ideal is:
a) An environment that supports people
taking responsibility for their own learning
learning directly from a combination of training and experience,and
Progressing without fear of reprisal in the event of reality not
working out Quite as planned.
EFFECTIVENESS OF THE LINK
Effectiveness is indicated by the degree to which,
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a) The organization supports an overall learning culture and it how it
is relates that culture to H&S matters compared to other aspects of
the business.
b) Processes used to identify training and development needs for H&S
are common to other areas of the business.
c) Learning acquired on the road to Quality, i.e. under the banner of
the TQM programme, is applied to the management of H&S.
d) Nature and extent of training relative to the perceived importance
of H&S to the business.
DIFFERENCES
There was some evidence to suggest that H&S has lower priority for training
and development in some businesses than training in other facets of TQM being
applied to core processes.
In a significant number of businesses there was limited transfer of learningacquired on TQM programmes into the management of H&S, specifically in sue
of quality tools and techniques to effect improvements. e.g. Process mapping,
cause-effect analysis, quality trees etc. These tools were not being applied to
H&S to any great extent or anything like the extent applied elsewhere in the
business. This occurred even in some of the businesses where there was an
overall learning culture underpinning their TQM development programme.
SUMMARY
An overall learning culture prevailed only in a minority of businesses.
The main vehicle for learning about H&S was through training events
with much less emphasis on coaching and experiential learning.
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There was limited transfer of learning acquired through TQ
development programmes into the management of H&S, specifically
in the use of Quality tools and techniques to effect improvement.
In some business, H&S has a lower priority for training than other
aspects of the business.
4.4.2.2 Empowerment
NATURE OF THE LINK
The enabling of individuals to take responsibility for their work and to effect
changes within a positive framework of accountability and support.
IDEAL
The ideal is where individuals believe, feel and demonstrate that
a) They have authority, resources and competence to effect
improvements within prescribed limits of expenditure and procedural
control
b) They are responsible and accountable to the business and their
colleagues for
o the stewardship of assets and use of resources within their control
o the results achieved from the management of those resources and
o
the consequences of their actions and behaviours.
In return, the organization supports and encourages the individual through
effective management and leadership, e.g. by providing appropriate resources
and recognizing effort and achievement (ref. section Error reference source not
found) At the same time, however, it holdes people accountable for not
performance.
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In terms of H&S management
a) Individuals can take immediate action to stop an unsafe act without
fear of retribution
b) New ideas for improvement in H&S performance can flow freely
from conception to reality within defined parameters.
c) People are aware of the consequences of carrying out an unsafe act
EFFECTIVENESS OF THE LINE
Effectiveness is indicated by
a) the degree to which individual s declare that they feel empowered
to effect changes to improve H&S performance compared to other
facets of the business.
b) The degree of support evident from the business to enable idealsfor improvement in H&S performance to be progressed compared
to non H&S issues:
c) Evidence of changes having been made within the spirit of
empowerment.
Only in a minority of businesses did empowerment feature as a comer stone oftheir core TQM strategy. In such businesses:
a) There were initiatives demonstrating empowerment being applied
to the management of H&S
b) Those interviewed projected a feeling of empowerment and
c) There tended to be greater willingness to accept personal
responsibility for safety.
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The companys vision states a clear intent to develop its people and empower
them to get on with the job within a sense of ownership and enterprise
throughout the company (162)
We want empowered employees, people who will make decisions for
themselves, who will act responsibly and who will be given the skills to
undertake safe working practices (552)
Safety improvement groups at each location are specifically empowered to
identify problems and to come up with solutions. Local accidents are analysed
with a view to eradicating the cause (348)
The remainder, a small minority, did not identify with empowerment inprinciple or practice
DIFFERECES
In businesses that did not have empowerment at the core of their TQM strategy.
a) Empowerment tended to be very variable in the core business with
its application to H&S being equally varied.
b) Specific examples of empowerment applied to H&S management
were hard to find.
c) Some demonstrated an approach to H&S management more along
the lines of enforcement than empowerment.
d) Managers have a clear responsibility for H & S performance
through key measures and targets. Ownership below that level is
not evidently being transmitted.
SUMMARY
Empowerment featured as a core element of the TQM strategy in only
a minority of the businesses where, in general terms, it was applied as
much to H&S management as any other facet of the business.
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Effective deployment of a policy of empowerment resulted in a greater
willingness within employees to take personal responsibility for
safety.
Most businesses tended to derive a culture of empowerment indirectly
and as a consequence of other initiatives. Evidence of an empowered
approach to the management of H & S tended to be random and sparse
and without any direct and obvious link to what was happening in the
core business.
4.4.2.3 Recognition
NATURE OF THE LINK
Recognition of effort by individuals, teams, departments and other groups that
results in an improvement in performance
IDEAL
The ideal is that any effort resulting in an improvement is recognized and
rewarded in a way consistent with the nature and scale of the achievement.
H & S achievements would be recognized in exactly the same way as any other
achievements, i.e. there are no separate working arrangements or practices todifferentiate H & S from any other facet of the business.
SUMMARY
Approaches to the use of recognition techniques and the links
between core TQM programmes and H & S management were
diverse Such links were effective in only about 35 40 % of
businesses.
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H & S was not part of performance related remuneration schemes.
The achievements of external stakeholders in respect to H&S were
hardly ever recognized.
4.4.2.4 Participation and Involvement.
NATURE OF THE LINK
The participation and involvement of everyone in continuously improving
performance.
IDEAL
The Ideal is that:
a. those who are affected by or have a potential to effect an improvement in
H & S performance are actively involved in determining what to do and
how to effect the change for the better.
b. the involvement extends across all aspects of the management of H & S.
EFFECTIVENESS OF THE LINK
Effectiveness is determined by:
a. the degree to which stakeholders in a situation are actively
involved in improvement activities, notably managers, functional
specialists and workforce.b. the frequency processes based upon participation and involvement
are used to address H & S issues compared to other issues in the
business.
In general terms there was lots of examples of positive involvement in the
management of H &S, particularly on the front line. Even those businesses
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less advanced in their integration of H & S with TQM could demonstrate some
level of participation and involvement.
Approximately 40 50% of businesses demonstrated a high value for
participation and involvement, and effectively deployed that value to improve H
& S performance to an extent comparable to other areas of he business.
In approximately 20 30 % of businesses the deployment into H&S
management was less proactive than elsewhere. For example, a Quality
improvement Team would be set up to address another issue and H &S matters
would be picked up along the way.
DIFFERENCES
The most prominent difference was in the level of involvement of executives in
H & S management compared to their interest and involvement other matters.
Where the level of executive involvement was limited, the overall integration ofH & S into core management processes was weak.
Quality principles have been applied formally in the concept and
preparation of a safety management system. Top management
involvement is not in evidence and there are no clear indications that aquality approach will continue to be used to drive safety improvement
processes, standards and awareness.
There were several examples of customers, suppliers and employees all
participating in improvement processes. In the bulk of the businesses, however,
participation and involvement in H &S matters tended to be limited to those
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employed within the business with little, if any, identity with external stake
holders.
There is little evidence of involvement in the promotion of H & S issues
beyond the site boundary, either with suppliers and customers or the
world at large.
SUMMARY
Involvement was a feature of many TQM programmes and in
approximately half the businesses sampled it was effectively
deployed to improve H & S performance to an extent comparable
to other areas of the business.
The most striking difference was at executive level where the
degree of executive involvement in H & S management coulddiffer dramatically from their involvement and interest in other
matters.
External stakeholders were rarely involved in processes seeking to
improve H & S performance.
It is not uncommon to find that the H & S function was not directly
involved in routine improvement activity.
4.4.2.5 Teams and Team Working
NATURE OF THE LINK.
The use of teams as an effective technique for enabling involvement and
ownership of issues particularly those requiring some form of performance
improvement.
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IDEAL
The ideals is that
a. multi-disciplinary teams are formed to cover a wide range of
organisational and development matters.. e.g. target setting,
developing systems and procedures, analyzing root causes,
identifying opportunities for improvement labels such as Quality
Improvement Teams. Quality Circles, Safety Circles, may be used
but fundamentally they comprise people from different
backgrounds of experience and knowledge.
b. Such teams are deployed routinely in addressing H & S matters and
improving H & S performance.
c. Those involved have a stake in the issues being addressed.
d. those who have a stake in the issues being addressed are directly or
indirectly involved in the activities of the team.
EFFECTIVENESS OF THE LINK
Effectiveness is determined bya. The quality and diversity of skills that are brought together within
the multi disciplinary teams.
b. the frequency teams are deployed to address H & S issues
compared to other issues in the business.
Teams were used in the management of H & S mainly to carry out risk
assessment and audit, and to a lesser extent for problem solving in the form of
Quality Improvement Teams.
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In business where teams were used as the basis for organizing work H & S
issues tended to get addressed effectively and routinely within the normal
business of those teams.
In approximately 50-60% of businesses it was the norm to use teams to organize
work and to effect improvements through the use of multi disciplinary teams.
In such cases their use in H & S management was not significantly different to
elsewhere in the business.
In one business where TQ was being applied effectively to the management H
& S, the term improvement Teams was used for multi-disciplinary problem
solving teams, as distinct from the term Quality Improvement Teams that is
characteristic of many businesses. Such improvement Teams operated across
all types of problem irrespective of function.
In about 25 30% of businesses the frequency Quality Improvement Teams
were used to address H & S issues was noticeably less than elsewhere.
In less than 10% of businesses there was no specific reference to the use of
teams as techniques for involving people or for facilitating any improvements
within their TQM programme.
DIFFERENCES
The membership of multi disciplinary team and therefore the extent of
involvement could vary.
In the small number of businesses where multi disciplinary teams were the core
element of work on the factory floor and safety issues would be identified and
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addressed routinely by those teams, as noted above, the overall process of H &S
management still tended to be functionally organized.
Where H & S problems are not approached through team work in the same way
as other problems, it was noted in one company that it was because of
perceptions like
a. If it is not bust do not fix it and
b. setting up a team takes time and with safety there is a perceived urgency
for results.
SUMMARY
Teams were used in H & S mainly for risk assessments and audits, and
to a lesser extent for problem solving.
In 50 60 % of businesses it was the norm to use teams to organize
work and to effect improvement. In such cases their use in H & S
management was not significantly different to elsewhere in the
business.
Multi-disciplinary teams do not always include the H & S specialists
even when safety issues are being addressed.
The process of H & S management still tends to be functionally
organized, even where teamwork is the norm for work organization.
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4.4.2.6 Values and Behaviors
NATURE OF THE LINK
Defining and deploying throughout the business core values and behaviours that
aligns with organization goals.
IDEAL
Statements of value and behaviours are a central feature of those business
relatively advanced in the principles of TQM. They define how the company
wants to be seen by its. Stakeholders and specifically for those within the
business, define what is expected from them in the way they go about their
works.
An ideal would be:
a) A declaration of company values and behaviours which include
those specifically aimed at encouraging the achievement ofH&S goals.
b) Statements of values and behaviours relating to H&S goals are
documented and communicated along side other aimed at all
other aspects of the business.
c) Thgose values and behaviours are visible within all activities
within the business.
EFFECTIVENESS OF THE LINK
Effectiveness is determined by:
a) The degree to which values and behaviours aimed at improving
H&S performance are documented alongside others values and
behaviours within strategic literature.
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b) The extent to which managers at all levels lead by example in
adopting those behaviours themselves and
encourage others to do so.
Many businesses identified strongly in Principle with the link between values
and behaviours and performance in H&S
o Proactive safety behaviour through adopting the principles of good safety
management (160)
The company has a broadsheet of business values and behaviours whichmanagers are expected to incorporate into their daily management
activity. They are presented under the following headings.
Trust Customers and Suppliers
Environment Care and Development of the Individual
Teamwork H&S
There are published lists of guiding principles within the factory documentation that relate
to desired behaviours, including for example,
We will minimize the risk of injury to our people
We will operate within the law
We will strive for a culture of continuous improvement
We will communicate to/ with our people regularly and openly and honestly(121)
It was more common to find statements of values and behaviours incorporated
into the obligatory H&S policy Statement or H&S Manual than fundamental
strategic business documents. This tended to be symptomatic of a functional
approach to H&S
The HSE Policy defines 6 rules of behaviuour
- Work safely keep work area clean and tidy
-Know the rules and obey them
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- Wear protective clothing
- Report all accidents and near misses(121)
There was very little evidence of any measurement systems being used tomonitor deployment of such corporate behaviours or of people being held
accountable for such deployment.
Positive safety behaviour was not dependent upon having corporate statements
of values and behaviours, as demonstrated in a long standing family business
where such values and behaviours were inherent and practiced.
Similarly in a handful of corporate businesses effective leadership by senior
managers was influential in creating a culture of positive safety
behaviour. This was only really effective when reinforced by the
executives at the top of the business.
The adoption of principles of behavioural safety(189)
DIFFERENCES:
There were no fundamental differences observed between the approach to H&S
management and the approach adopted to the other aspects of the business.
SUMMARY:
Many businesses identified strongly in principle with the link between
values and behaviours and performance in H&S.
A minority of businesses had published values and behaviours
relating to H&S alongside those that underpinned other business goals
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Most businesses who published values and behaviours incorporated
them in the statutory H&S Police or H&S manual.
There was little evidence of measurement systems or accountability in
the deployment of published values and behaviours.
In an isolated examples of a family business, positive safety
behaviours were evident without statements of values and behaviours
having been published they were inherent in the culture.
4.4.2.7 Communication
NATURE OF THE LINK
The means by which information is assimilated into, distributed within and
communicated outside the business.
IDEAL
The ideal is that:
a) Critical information is identified, captured and disseminated to the
right people at the right time.
b) There is a strategy for communication and a variety of techniques and
processes deployed to encourages and support routine vertical an d
lateral two way communication throughout the organization.
SUMMARY:
In approximately 20-30% of businesses there was evidence of an overall
communications strategy that effectively integrated and incorporated
H&S.
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In an additional 30-40% of businesses positive efforts were being made to
improve communication about H&S and to integrate with other aspects of
the business.
In approximately 20-30% of businesses the communication of H&S
matters was in some way handled differently to equivalent matters about
core business activity. Such differences related to style of
communication, prominence of H&S alongside other matters, who
initiates the communication etc.
Shortfalls in the adequacy of H&S information were more likely to be
experienced by managers than front lines employees.
4.4.2.8 Organisational Relationship
NATURE OF THE LINK
1. The definition and understanding of individual roles and responsibilitiesand the way they inter-relate within the business to fulfill organizational
goals.
IDEAL
The ideal is that
a) Everyone understands and works within clearly defined sets of
roles and responsibilities for all aspects of their work.
b) Roles and responsibility as defined are mutally supportive in
achieving corporate goals.
In respect of H&S management
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a) It is recognized and accepted that everyone has a responsibility for
H&S in the same way as they do for Quality.
b) Responsibility for achieving H&S goals is recognized and accepted
as fundamentally that of line management and the role of the H&S
Manager is primarily that of an internal consultant providing expert
guidance and support to the H&S management improvement
process.
c) A board member is responsible for H&S policy development and
deployment
SUMMARY
All businesses have defined responsibilities for H&S management in
some way, mostly in functional documents such as the H&S Manual. A
few had combined such information with other information about process
or individual responsibilities
Product safety, environmental safety and occupational H&S tend to
organized independently in some companies. In most businesses product
safety was dealt with in a fundamentally different way than occupational
and environmental H&S.
Whilst it was clear that all individuals were informed of their
responsibilities in some form, there were wide variations in the degree to
which those individuals were reported to accept and demonstrate thoseresponsibilities.
There were some examples where management practice was inconsistent
with their underlying principles for the organization of H&S
Management.
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4.4.3 PLANNING AND IMPLEMENTATION
4.4.3.1 Business Planning
NATURE OF THE LINK
The ways in which Stakeholder needs and expectations are identified and then
met through the procurement and deployment of resources.
IDEAL:
The ideals that
a) All relevant Stakeholder needs and expectations are identified,
prioritized using common processes.
b) Stakeholder needs are translated into business goals and targets and
documented in mission statements, policies, corporate, objectives,
critical success factors, values and behaviours statements etc.
EFFECTIVENESS OF THE LINKEffectiveness can be assessed by the degree to which
c) Stakeholder needs in respect of H&S have been identified, and
documented using the same processes for other needs.
d) Documents communicate H&S matters alongside other matters,
e)
Resources for H&S are identified and deployed using processescommon to other aspects of the business.
2. It was evident in only a small number of business that Stakeholder needs
in respect of H&S were identified, prioritized and documented using the
same processes as for other needs.
DIFFERENCES:
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In the majority of businesses there was little evidence to suggest that th H&S
needs of Stakeholders were identified and prioritised using similar processes to
those used for other aspects of need, e.g. in terms of product and service quality.
Such needs were often implied or were not even evident in the strategic
documentation used to direct and focus the activity of the business.
In the majority of businesses, there was little evidence to indicate that business
planning documents effectively integrated H&S alongside other aspects of the
business.
SUMMARY
Nearly all businesses incorporated H&S into those core business
management processes set up to ensure that resources are deployed to
realize business goals e.g. budgeting and investment appraisal.
It was evident in only a small number of businesses that Stakeholders
needs in respect of H&S were identified, prioritized and documented
using the same processes as for other needs.
4.4.3.2 Goals and Targets
NATURE OF THE LINK
The use of goals and targets as the focus achieving business excellence in
satisfying Stakeholder needs.
IDEAL
The ideal is that goals and targets
a) Effectively cover all Stakeholder needs and expectations
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b) Are used as the basis for dep