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

1

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

EXAMINERS CERTIFICATION

The project report of Jeyalal. J

Study of nature and effectiveness of links betweenTotal Quality Management and Health & Safety Management
Is approved and is acceptable in quality and form

Internal examiner

External examiners

(Name, Qualification & designation)

(Name , Qualification)

UNIVERSITY STUDY CENTRE CERTIFICATE

This is to certify 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 of 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

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)

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.

Table of content S.No 1. 1.1 1.2 1.2.1 1.2.2 1.2.3 1.2.4 1.3 1.4 1.4.1 1.4.2 1.4.3 1.5 1.5.1 1.5.2 1.5.3 1.5.4 1.5.5 1.6 2 2.1 2.2 2.3 2.4 3 3.1 Quality Concept Quality Evolution and the birth of TQM Inspection Quality control Quality assurance Total Quality Management (TQM) Objective of the study Methodology Steps The Survey Instrument Questionnaire The Interview Process Health and Safety Management Policy Organising Planning Measuring performance Auditing and reviewing performance Conclusion Topic Chapter 1- Introduction 10 11 11 12 12 12 13 13 13 14 15 15 17 17 17 18 18 19 Page No

Chapter 2 - Related Studies

Existing studies Proposed studies 20 21 22 23

Advantages of the proposed study

Limitations of the study

Chapter 3 - TQM Techniques and Implications

A model for linking TQM with H&S Management 24
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3.2 3.3 3.3.1 3.3.2 3.4

The European model for Total Quality Management Data Analysis and Structuring Relational Database Data Analysis and Structuring Safety management and its relationship to quality management

26 28 28 29 29

3.4.1 3.4.2 4 4.1 4.2 4.3 4.4

Conflict between safety and quality management Similarities between safety and quality management Chapter 4 - Planning and Implementation Business Planning and Strategies Inferences & Interpretation of the study TQM Process Reports and Performance Review of the proposed system Chapter 5 Conclusion

31 31

33 34 35 41

5 5.1 5.2 6

80 82 83

Future Work
Chapter 6 - Bibliography/ References

List of Tables Table No 4.1 Title Characteristics of TQM according to the EFQM Model of Self Assessment. 4.2 Characteristics of TQM as Perceived by Sample companies 40 Page No 37

List of Figure Fig No 1.1 Title Models for TQM The HS(G) 65 Model for H & S Management 3.1 3.2 3.3 3.4 The Journey into Quality The Tramline Model of TQ Convergences of TQ and HSM EFQM - The European Model for Business Excellence 25 25 26 28 Page No 16

List of Symbols, Abbreviations and Nomenclature

EFQM EQM HSM HSW Act QM TQ TQM

European Foundation for Quality Management European Model for Total Quality Management Health and Safety Management Health and Safety at Work Act Quality Management Total Quality Total Quality Management

1. INTRODUCTION 1.1 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 nondelivery 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 Inspection Under 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 is department based.
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1.2.2 Quality control With quality control, there will have been some development from the basic inspection activity in terms of sophistication of methods and systems, selfinspection 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 assurance A 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 non conformances.

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 quality management 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 interview d. 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 4. Food Products & and services. 7. Oil and Chemicals Utilities 2. Emergency Services 5. Health Care Products and services. 8. Transport & Distribution 3. Finance Services 6. Manufacturing 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 Instrument Questionnaire 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 links between TQM and HSM 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 excelle nce 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 Companies ref 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 links where they exist, assess their effectiveness, the benefits realized 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 study

Though 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 of assessment.

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

System Problem Solving Management Process Management Customer Focus Stakeholder Focus Values and Behaviours

Figure 3.1 The Journey into Quality

Core Business Management

Values and Behaviours

Process Management

Problem Solving

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

Customer Focus

Management

System

Stakeholder Focus

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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

Values and Behaviours Process Management

Health & Safety Management

Figure 3.3 Convergences of TQ and HSM

Stakeholder Focus

Problem Solving

Customer Focus

Management

System

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3.2 1.

The European model for Total Quality Management 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) Results what the organization has achieved and is achieving and b) Enablers- how the results are being achieved. 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

4.

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 EFQM The 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 Interview Design of Questionnaire Interview Use of Questionnaire Links Barriers 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. Links Overview Links The nature of the links between TQM & HSE Performance Performance Measurement. Performance Performance parameters used in companies Processes Used 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 Structuring Data 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 unlikely that 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 production process. 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 ability to 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. ii.

the benefits of a unified, systems approach, 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 - lost time, 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. The nature of the link what is the specific characteristic of TQM being included under the heading. The ideal what one might expect to see if H&S is an integral part of an overall TQM programme, using the review outlined in Section 2 as a benchmark.

a)

b)

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 Employment Recognition Participation and involvement Teams and Team working Values and Behaviours Communications Organisational Relationships

c)

Planning & implementation Business Planning Goals and Targets Strategy 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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Key Area ENABLERS Leadership

CHARACTERISTIC OF TQ WITHIN THE KEY AREA

The behaviour of managers in leading The visible involvement in leading TQ operation towards Total Quality. How The a consistent culture for Quality executive team and all other managers timely recognition and reward of effort and achievement Inspire, drive and reflect Total Quality as providing appropriate resources and assistance the organisations fundamental process For involvement with customers and suppliers continuous improvement. active promotion of TQ outside they organization Policy and People The organisations mission, values vision Formulated on the concepts of TQ, e.g. Continuous and Strategic direction and the manner in improvement, preventative action, Doing things which it Achieves them. How the right, doing the right things, zero Defects, etc. organisations policy and Strategy reflects deployed throughout the organisation the concept of total quality and how The communicated internally and externally principles of Total Quality are used in the Regularly reviewed and updated. The principles of Total Quality are used in the Deployment, review and improvement of policy and Strategy. People Management The Management of the organizations People resources are planned and improved. people. How the organization releases the skills an capabilities are preserve full potential of its People to improve its People and teams agree targets and performance. business continuously Involvement of everyone in continuous improvement
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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.

Resources

The management, utilization and preservation of Resources. How the organisations resources are Effectively deployed in support of policy and strategy.

Empowerment effective communication, vertically and laterally 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. 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 of process improvement.

Table 4.1 Characteristics of TQM according to the EFQM Model of Self Assessment.

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Key Area RESULTS People Satisfaction

Customer Satisfaction

Impact on Society

Business 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 stakeholders perspection. What the organization is achieving in measurement of employee perceiption through the relations to the Satisfaction of its people. use of A variety of techniques that include focus groups, employee surveys suggestion schemes etc. What the organization is achieving in Measuremen of the customers perceptions of relation to its external customers. service Use of secondary indicators or service like warranty Payments, delivery performance, corrective actions arising from complaints etc. What the organization is achieving in Measurement of the communitys perceptions of the satisfying the needs and expectations of the Activity of the business. community at large. This includes the Assessing the degree of involvement in the local perceptions of the organizations Approach community. to the quality of life, the environment and Monitoring waste. To the preservation of global resources and Monitoring sources of community risk, e.g. pollution the Organisations own internal measures. Hazards, noise, smell. Monitoring enforcement notices applied by regulators. What the organization is achieving in Monitoring of P & L Account items (Sales, margins,
38

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.

39

Table 4.2 Characteristics of TQM as Perceived by Sample Company

40

4.4 Reports and Performance Review of the proposed system

The review is presented under the following headings and sub headings derived from 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 Suppliers Neighbours Employees Investors Regulators

Typically, Stakeholders needs are translated into mission statements, policy statements, 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
41

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.
42

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
43

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

44

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 on the 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 the

management 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 (490). to improve performance

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In contrast, in one business, the management of H&S was based upon a preventative approach that was part of their overall business culture and not derived from or being driven by the TQM programme. It was emphasized that it was this inherent culture for prevention that was driving the TQM programme more so than the other way around.

SUMMARY Prevention featured strongly as a core value within TQ programmes in only about 30% of the sample organizations. In a small number of organizations, typically those nearer the stand of their journey into Quality, their approach to the management of H&S was reactive in the extreme.

4.4.1.3

Continuous improvement

NATURE OF THE LINK An aproach that aims to improve continuously upon previous performance.

IDEAL The TQM approach is often expressed as the Plant, Do, Check, Act cycle Plan what to do Do it Check that what you did was what you intended to do and how well you did it

47

 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,

50

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 learning acquired 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.

51

 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 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.

colleagues for

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 ideals for 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 of their core TQM strategy. In such businesses: a) There were initiatives demonstrating empowerment being applied to the management of H&S b) c) Those interviewed projected a feeling of empowerment and 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 in principle 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 to differentiate 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

56

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 of H & 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 a quality 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

57

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 could differ 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 by a. 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
60

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 If it is not bust do not fix it and

a.

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 of H&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.
62

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 which managers are expected to incorporate into their daily management activity. They are presented under the following headings. Trust Environment Teamwork Customers and Suppliers Care and Development of the Individual 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 to monitor 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 right people at the right time.

the

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.

65

 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 responsibilities and 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

66

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 those responsibilities. 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 LINK Effectiveness 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 processes common to 2. other aspects of the business. 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

69

b)

Are used as the basis for deploying policy and deriving targets for focusing activity in the business.

c)

Are used to stimulate improvements in the short, medium and longer term.

EFFECTIVENESS OF THE LINK: Effectiveness is indicated by the degree to which

a)

Goals incorporate and translate the H&S needs of Stakeholders into realizable measurable objectives.

b) c)

H&S requirements are incorporated within core business goals The management of H&S is driven/ focused on goals and targets in the same way as other facets of the business.

The majority of businesses adopted a goal orientated style of management and worked to some form of goal in respect of H&S. The issue was where in the business the goals for H&S were derived and defined.

Similarly, nearly all businesses endeavoured to use some form of goal setting and deployment process, not only for deriving strategic goals and targets.

DIFFERENCES:

8.

In less than 10% of businesses there was no evidence of any H&S goals being declared alongside other goals.

DIFFERENCES: In less than 10% of businesses there was no evidence of any H&S goals being declared alongside other goals.
70

Within some businesses the use of goal setting processes was inconsistent within and throughout the business. It would vary between departments, with an emphasis being given to higher risk areas.

SUMMARY: A small majority of businesses incorporated one or more H&S goals at strategic level and had some form of common process for deriving and deploying their goals. Such businesses tended to be those where safety was a significant feature of their core production processes and the business had effectively integrated H&S management into their

management system. In a small minority of businesses there was no evidence of any form of H&S goal being declared alongside other goals.

4.4.3.3 Strategy

NATURE OF THE LINKThe way in which policy is deployed and goals achieved

IDEAL Achieving H&S goals is an essential requirement for any business, no matter how those goals are formulated or framed. If TQM processes are being applied to develop and deploy strategies for core business goals, then one would expect those processes to be used for all goals. The ideals is that

a)

A framework of objectives, strategies and action plans exist for achieving stretched targets for business performance.
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b)

Strategic planning processes used to achieve overall business goals are used also for H&S goals

EFFECTIVENESS OF THE LINK Effectiveness is indicated by the degree to which

a)

Strategies and action plans exist for H&S to the same extent hat they do for other goals.

b)

Strategies for H&S are derived by similar processes as for other strategies

In 30-40% of businesses there was evidence of common goal and policy deployment processes that effectively incorporated H&S. Such organization tended to be a) b) c) Driven by culture of goal and target setting Where H&S was potentially a critical success factor to the business Where the TQM programme was relatively well advanced.

SUMMARY There was evidence of goal and policy deployment processes that effectively incorporated H&S in approximately 30-40% of businesses. In less than 15% of businesses that there was no clear indication of any strategy for the management of H&S that related back to a corporate H&S goal. In most other businesses there was some form of strategic approach to H&S management
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 There were several businesses where action plans for H&S tended to come more from a process of review and continuous improvement than from the deployment of strategy to achieve specified business goals.

4.4.3.4 Process

NATURE OF THE LINK 1. The identification with and management of business processes

IDEAL 2. A process is considered to be an activity that adds value to the resources provided by its stakeholders through transforming those inputs into outputs.

3.

The core H&S management process is as defined in HS(G)65 covering definition of policy organizing, planning and implementation,

performance measurement, review and audit. These core elements than get deployed down into the business delivering for example, sub processes such as risk assessment, training and induction, permit to work etc.

SUMMARY Process management featured in some way within the TQM

programmes of approximately 75% of businesses and was a major feature in approximately 25% Although a significant proportion of businesses had mapped their core business processes it was only a small minority of them that had mapped their H&S processes.
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 In the bulk of businesses there tended to be some differences in approach across the different facets of H&S and /or across different elements of the business e.g. product environmental and occupational safety and manufacturing and support departments. In some businesses change management processes based upon TQM programmes tend to give H&S lower priority than other aspects of the business, unless the business is critically dependent upon safety for its survival. 4.4.3.5 Quality Management Systems

NATURE OF THE LINK The use of Quality management systems within the business to control process activity and apply quality principles systematically and consistently across the whole organization. The ideal is that a) The overall activity of the business is controlled within an overall (Corporate) Quality Management System.

b) There are range of subordinate quality Management Systems that align with one or more business processes to which they relate dovetail into the overall Corporate Management System c) Quality Management Systems Adopt the principles and fulfill the requirements of standards such as ISO 9000. are consistent across all aspects of the business: d) Activity within H&S processes is controlled by QMS in the same way as other processes.

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SUMMARY Only a handful of businesses demonstrated or implied that they had a QMS for the overall management of their business. Only a small minority of business identified with the use of integrated process based documentation for production or delivery of service. It was common to find different facets of H&S, i.e. product safety, environmental independently. safety and occupational safety, being managed

Typically, management system for H&S when not part of an overall business wide QMS, were incomplete in terms of the essential elements of a QMS.

4.4.4 PERFORMANCE MEASUREMENT

4.4.4.1 General

NATURE OF THE LINK 1. The measurement of performance as the means of stimulating and monitoring improvements and controlling the risk of loss.

IDEAL 2. see. A comer stone of TQ is that performance is measure and thereby one can

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a)

How well the business is performing in relation to key performance

Indicators that have been derived to relate directly to Stakeholder satisfaction. b) c) How specific aspects of performance change with time and Where there rarer opportunities for improving performance.

3.

For business seeking to achieve business excellence it is critical to have effective measures of performance. The ideal arrangement would be: a. Measures and standards of performance are established at all levels in the business that: Relate directly to the needs and expectations of all stake holders within and out with the business e.g. a safe product. Measure the performance of key processes and activities, specifically those designed to control risk Fuel the continuous improvement process by identifying effectively opportunities for improvement.

b.

performance is measured routinely against those standards.

SUMMARY Approximately 20-30% of businesses could be said to be advanced in the use of performance measurement systems in that they effectively integrate the management of H&S with other facets of their business. In the bulk of businesses the use of performance measurement to stimulate improvement in H&S performance would appear to be lagging behind its application to core business activity.
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 Performance measurement in H&S is basic and minimal, with the emphasis being on process measurement and a focus on output measures moreso than in process or process input measures. Only a handful of businesses had embraced other forms of performance measurement, such a s benchmarking or self assessment Approximately 30-40% of business used in process measures to some degree in the management of H & S although they tended to be confined to use with sub-processes rather than as a KPI for the business. A small minority of business actively used some form of survey instrument to measure stakeholder satisfaction directly

4.4.5 AUDIT AND REVIEW

4.4.5.1

Audit

NATURE OF THE LINK The audit of processes to ensure efficiency and reliability, and compliance with agreed procedures.

IDEAL 2. The ideal is that: a Key processes are audited at regular intervals by persons who are independent of the process being audited. b. The audit process is the same for H & S as Ffor other aspects of the business.
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SUMMARY. The bulk of businesses, approximately 70 80%, used quality audits in H & S management in ways that were consistent with their use elsewhere in the business. In approximately 50 60% of businesses the quality audit featured prominently within the culture of the business and within the overall corporate management system. There was generally a high value placed on the quality audit in those businesses where, in overall terms, H & S management was ore effective. 4.4.5.2 Analysis / Review

NATURE OF THE LINK 1. The review of actual performance against planned performance and the analysis of performance data to identify trends, correlations and root causes.

IDEAL The idea is that: reviews are carried out regularly to evaluate the effectiveness and efficiency of the business and its processes in meeting the needs of stakeholders.

SUMMARY Only 20-30% of businesses had a systematic approach to analysis andreview that was uniform and consistent and incorporated H&S processes and performance alongside other aspects of the business.
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 Similarly, it was only approximately 20-30% of businesses that used quality tools and techniques regularly and systematically for the review, analysis and reporting of H&S performance. In most businesses there was little evidence found to suggest that the business reviewed the effectiveness of HS investment in fundamental terms.

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Chapter 5 5.1 CONCLUSION

1.

It is not so much that TQ is not being adopted in the management of H&S, rather that H&S is not so far along the road to Quality as other facets of the business.

2.

In most companies there was some evidence of several features of TQM being used within the management of H&S, i.e. there were links in several areas. The overall impression, however, was that the degree of integration of H&S into core business management was not high, other than in those businesses where safety was clearly a critical factor for the overall success of the business. H&S did not always lag behind TQM in the core business. There were some exampled where TQ programmes benefited from the approach being taken in the management of H&S, specifically in adopting the philosophy of Prevention.

3.

4.

There are indications that TQM is driven by values for customer service whilst H&S management tends to be driven more by issues of compliance. e.g.

a) Policies for TQ focus on service standards and measurement

b) Policies for H&S management focus on preventing loss and defining responsibilities with less identity with the deliverable being a risk management service to Stakeholder.

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5.

The H&S needs of Stakeholders tend to be assumed or implied. Only a small minority of organisations took a holistic view of Stakeholders needs and expectations and then adopted disciplined management processes to align their business to fulfill them.

6.

Organisations tended to view the different facets of H&S separately, i.e. Occupational H&S, Product Safety, Environmental Safety and manifested this difference in the way they organized their operations.

7.

Organisations approached TQM more from a philosophy of Continuous improvement than prevention of loss. This is compatible with a focus on improving customer satisfaction. In terms of risk management, however, it is concluded that this approach encourages a focus on output measures as the key performance indicators for measures of loss as distinct from inprocess and process input measures designed to control the risk of loss and identify opportunities for improvement within the process.

8.

Performance measurement in the management of H&S is relatively weak and immature in the measures used and the approaches adopted.

9.

Those organizations where H&S performance is more critical to the overall success of the business e.g. chemical industry, tended to be more advanced in the application of TQM to the management of H&S.

10.

Links between TQM and H&S were most noticeable and more highly developed in respect of

Audit Empowerment

Participation Involvement

Team working

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5.2 Future Work

The future work in light of the study is to identify the barriers to the use of TQM in the management of H & S. In more detailed terms, the barriers which were identified has to find out the root cause for such occurance. This may include people factor, Process factor and Organisational factors.

Send course of study that can be undertaken is to identify the reasons why organisations choose to adopt TQM in the management of H & S.

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Chapter 6 - BIBLIOGRAPHY/ REFERENCES

1.

European Foundation for Quality Management (1996) self AssessmentGuidelines for companies, European Foundation for Quality Management, Brussels, Belgium,

2.

Department of Trade and Industry, (1991) total Quality Management and Effective Leadership A Strategic Overview DTI

3.

Sinclair, David and Zairi, Mohamed (1995) Effective Process Management though performance Measurement part 3 An Integrated Model of Total Quality Based Performance Measurement , University of Bradford, UK.

4.

Zairi, Mohamed (1994) Measuring Performance for Business Results, Chapman & Hall, London.

5.

BS 8800:1996, Guide to Occupational health and Safety Management British Standards Institution, London, UK.

6.

Health and Safety Executive (1991) Successful health and Safety Management HS(G) 65, health and Safety Book, Sudbury, UK

7.

Geotsch, David L. (2011) Occupational Safety and Health for Technologists, Engineers, and Managers

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