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A Method for Changing the System, Process, and Culture Underlying Safety Performance
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Journal Article
A Method for Changing the System, Process, and Culture Underlying Safety Performance
2014
Overview
For more than 25 years people have been involved in a very specific form of change management, the improvement of safety performance. As with most instances of change management, this involves changes in the process and changes in the culture. The author began in the late 1980s with an attempt to apply Deming's principles to safety improvement. He suggested the application of the plan-do-study-act cycle. To develop an effective plan, they needed information about the current state of the process and the culture. At the time there was one established safety survey, the Minnesota Safety Perception Survey. It was developed by the Association of American Railroads and the University of Minnesota at Duluth. The survey was designed to assess a firm's \"safety system effectiveness\" and provide direction for improvement efforts. They have applied this survey to more than 100,000 employees in over 10 companies. The typical result of the process described above is a reduction in the company's accident rate of 30%-50%.
Publisher
American Society for Quality
