Citation

Rahimi M. Int. J. Ind. Ergonomics 1995; 16(2): 83-94.

Copyright

(Copyright © 1995, Elsevier Publishing)

DOI

unavailable

PMID

unavailable

Abstract

The philosophy of Total Quality Management (TQM) appears to be a major force in the reshaping of the U.S. industry. Increasingly, internal customers (e.g. workers) require work environments that are safe, healthy and environmentally benign. On the other hand, external customers require products and services that are safe and present no negative environmental consequences. Thus, it is suggested to integrate long-range safety planning into the current TQM efforts. First, the concept of Strategic Safety Management (SSM) is proposed to merge these two approaches. Then, the main features of SSM are presented. Self-managed team work is described as an essential linking component of this integration to promote long-term safety and quality improvements. Certain aspects of an organization's performance measurement and reward (merit) system are also highlighted within the SSM framework. Due to its "total" systems approach and its long-range planning and implementation requirements, there are many obstacles to its full effective operation. Many of these problems are briefly mentioned. Finally, potential for its success in smaller organizations is presented.