QM 0014 MBATQM Project Thesis Roll No 521036989 Final

8/12/2019 QM 0014 MBATQM Project Thesis Roll No 521036989 Final

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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



Safety Management

Submitted in partial fulfillment of the requirements for the degree of


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



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


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 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 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 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 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