1. Total Quality
Safety Management

2. Trainer Name
Position
Company
Phone
(Revise as needed)

3. Workshop Goals:
Be familiar with the origins of the Total Quality Management movement and W. Edwards Deming’s contributions.
Be able to apply Deming’s 14 Points to workplace safety.

4. Form Safety Improvement Teams!
Introductions
Elect a Team Leader
Select a spokesperson
Name your Team

5. Deming on Safety
1. Create constancy of purpose for the improvement of product and service, with the aim to become competitive and to stay in business, and to provide jobs.
Deming spoke about “problems of today and problems of tomorrow,” and that management in American tends to focus only on today’s problems when it should be placing increased, if not most emphasis on tomorrow’s threats and opportunities to improve competitive position. Management should be focused constantly on improving the safety of materials, equipment, workplace environment, and work practices today so that it can remain successful tomorrow.
Deming combined the vision and mission statement. Quality begins with the mission statement that employees and investors can “buy into.” The mission statement should address: Investors, employees, quality philosophy, plans for growth, direction, customers, citizenship, distribution of profits, fields of interest, corporate long-term objectives. (Quality Improvement Techniques and Tools, Peter Mears)
The idea of continually working toward a safe and healthful workplace today, so that fewer injuries and illnesses occur in the future fits well with Deming’s constancy of purpose. If management successfully communicates clear, consistent message over the years that workplace safety is a core value (as stated in the mission statement), that there are “no excuses” for accidents, then it stands a much better chance of developing a world-class safety culture in the company.
“Currently, management works under the assumption that people and not the systems they work in are responsible for safety. We therefore, reward and punish people but the system they work in remains unchanged…” (W.E. Deming, July 11, 1992)

6. Deming's key points:
Appreciate systems - fix the system not the blame. Structure - inputs - processes - outputs
Understand variation - special and common cause
Understand human psychology - what motivates
Obtain profound knowledge - based on facts, not feelings
Transform the individual - the worker is more than a "unit of labor"

7. Management Systems: Structure – Inputs – Processes - Outputs
Use the organization charts below to contrast the characteristics of traditional management with that of total quality management.
Traditional
Management
TQM Customer Supplier Management

8. Traditional Management
SUPPLIERS SUPPLIERS
CUSTOMERS CUSTOMERS
CEO
Manager
Supervisor
Supervisor
Worker
Worker
Worker
Worker

9. TQM Customer-Supplier Management
LOYAL CUSTOMERS
Reliable Supplier
Supplier
Customer
Supplier
Customer

10. Every system has structure, inputs, processes and outputs
Undestand Safety Management Systems
Every system has structure, inputs, processes and outputs

11. Processes = Activities Outputs = Conditions, Behaviors, Results
Safety & Health Management System
Inputs = Resources
Processes = Activities
Outputs = Conditions, Behaviors, Results

12. Which principle reflects a total quality safety management approach?

13. Where do we look for clues that safety system design and/or implementation are flawed?

14. Every system contains structure, inputs, processes and outputs

15. Safety is an attribute of process quality
Two Important Characteristics of a process
Complexity
Unnecessary work -- anything that makes a process more complicated. Does not add value to a product or service.
What can occur that complicates the production or service process?

16. Variation Two types of variation
Inherent in all inputs, processes, and outputs. Any system that relies on human behavior is inherently unreliable.
Two types of variation
Common Causes - reside in the system or process
General Predictable Typical
Special Causes - reside in an individual, materials, specific machinery, tools, or equipment
Unique Unpredictable Atypical

17. Surface cause Common Cause Root cause Special Cause
Draw a line from the concept on the left to it's matching concept to the right.
Surface cause Common Cause
Root cause Special Cause
Give examples of special (surface) causes
Give examples of common (root) causes

18. Applying Deming’s 14 Points applied to safety
1. Create constancy of purpose for the improvement of product and service, with the aim to become competitive and to stay in business, and to provide jobs.
What is the traditional purpose of business?
According to Deming, what is the purpose of business?
How can management create a constant sense of purpose?

19. 2. Adopt a new philosophy. We are in a new economic age
2. Adopt a new philosophy. We are in a new economic age. Western management must awaken to the challenge, must learn their responsibilities, and take on leadership for a change.
We continually teach that management must step outside itself to reflect, to take a new look at what its purpose is, long term. Safety can never be understood or properly appreciated if only the short term view is taken by management. Quick fix programs to “impose” change will not work. Only understanding of the long term benefits will give management the vision to properly and consistently send and act on the message of workplace safety.
The old philosophy accepts as fact, that a certain level of injury and illness will result from a given process, and that the associated costs should represent one of many costs of doing business. The new safety philosophy strives to (1) prevent injuries and illnesses by continually analyzing and improving upstream factors such as work practices, equipment design, materials, and the workplace physical and cultural environment through education, training and recognition, and (2) improve product safety for the benefit of the customer.
The old safety philosophy measures injury and illness rates (defects) which represents the end results of the safety component of the process. Incident rates, accident rates, MOD rates, etc. all measure the end point, and since these measures are inherently not predictive, provide little useful information about the surface and root causes (upstream) for injuries and illnesses. The new philosophy emphasizes measurement along the entire production process, primarily (1) measurement of management/supervisor safety activity including; vision/mission statement, objectives, strategies, policies, procedures, rules, recognition, leadership, responsibility, and accountability, (2) employee safety education and training, (3) individual worker behaviors, and (4) materials and equipment design prior to purchase.
Defects are not free....someone gets paid for them.
2. Adopt a new philosophy.
What are the programs, policies, procedures emphasized in a trational (reactive) vs. the total quality (proactive) safety philosophy?

20. DOING THE RIGHT THINGS RIGHT: Meeting customer's needs
Work efforts can generally fall into one (or more) of the following categories:
Right Things Right - Things we should do and we do well (+Leadership, +Management)
Right Things Done Wrong - Things we should do but don't do well (+Leadership, -Management)
Wrong Things Done Right - Things we shouldn't do but do well anyway (-Leadership, +Management)
Wrong Things Done Wrong - Things we shouldn't do and do poorly (-Leadership, -Management)

21. W. Edwards Deming’s Safe Production System
3. Cease dependence on mass inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first place.
In the safety movement today, most companies measure the incidents and accidents (defects) occurring in the workplace. Employers are actually driven to rely on this data primarily because these are the statistics used by regulatory agencies and insurance providers to determine OSHA inspections and workers compensation premiums. Unfortunately, these statistics are not useful in predicting the future quality of workplace safety.
Safety inspections typically uncover only 10% - 20% of the hazards causing injuries and illness. On the other hand, by building quality into the process by using the JHA, which analyzes each step in the task procedure, employers can eliminate or reduce 80% - 90% of the hazards causing accidents.
3. Cease dependence on mass inspection to achieve quality.
W. Edwards Deming’s Safe Production System

22. Why is reliance on walkaround safety inspections not an effective strategy?
What can a company do to improve safety without relying on walk-around inspections?
List and describe your ideas:

23. 4. End the practice of awarding business on the basis of price tag.
4. End the practice of awarding business on the basis of price tag. Instead, minimize total cost. Move toward a single supplier for any one item, on a long-term relationship of loyalty and trust.
Safe equipment, materials, chemicals may cost a little more but will save in the long-term through fewer injuries and illnesses. Management should write into contracts safety specifications that meet their requirements. Even today, manufacturers of equipment and machinery sell equipment that does not meet NIOSH, NEC, UL, ANSI, or other safety standards for product safety. Employers purchasing such equipment run increased risk of injury and illness to their employers.
Relying on a single supplier for safety equipment, such as personal protective equipment, may have many benefits. Supplier representatives, calling on an employer over a period of years, may become extremely familiar with the particular safety equipment needs of the employer. The employer, establishing a close relationship with the supplier, is in a better position to receive the high standards of equipment requested. Developing a close, cooperative partnership between the employer and the supplier of safety equipment is extremely important for the success of both parties, and is possible by applying the single supplier principle.
4. End the practice of awarding business on the basis of price tag.
Where does the safety process begin?
Why does quality suffer when companies do business with a large number of suppliers?
What policies regarding the purchase of safe materials, equipment, and tools might a company adopt to improve safety?
Safety process for individuals begins with education and training. For products and services it begins with purchasing safe equipment, materials, etc.
Many suppliers increase variation in a process which has the effect of reducing quality.
A quality of a product is dependent upon the quality of each of its parts. If all parts are good quality, except one, the product is dependent on that one low quality part.

24. 5. Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs.
Jeffrey Castillo, CSP, states that “Traditionally, safety functions have been under the direction of the human resource department, which places safety and health at odds with the organization’s primary goals: to produce and sell goods/services. Too often, managers in other departments feel the safety manager (alone) should contain costs, solve safety problems via training or committees, and reduce injury costs. Yet, in most cases, the safety manager must accomplish such tasks while other managers increase production goals. Management must integrate the safety into operations so completely that it disappears as a separate function. It must be viewed be each supervisor and manager as his or her personal responsibility; one that is important in not only improving the production process, but in saving lives.
According to Thomas R. Krause, it is important to obtain on-going data by observing and measuring employee safety behavior (work practices) in order to continually improve production and services.
5. Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs.
What approach to safety must a company take to ensure continuous improvement?
What must a company do to make sure safety problems are solved permanently?
Deming says that putting out fires is not improvement. Finding a point out of control, finding the special cause and removing it, is only putting the process back to where it was in the first place. It is not improvement of the process. Deming attributes this conclusion to Joseph M. Juran.

25. 6. Institute training and retraining on the job.
6. Institute training on the job.
In most companies today, training is seen as a cost, not a benefit. How many workers are properly educated and trained in supervisory, management, and leadership principles when they move up? It’s typical that the worker who makes the most widgets, moves up to supervisor. So, did God, or someone bless this person with the knowledge he or she needs to supervise? I don’t think so. Yet we assume they know what they’re doing.
Currently most companies rely on the HR function to train safety. The new employee receives a safety overview when hired, and a safety “expert,” usually the safety director may conduct more specific training related to the employee’s job assignment. However, we in the training section are strongly encouraging companies to place the training function squarely on the heads of first line
6. Institute training and retraining on the job.
What is the danger in too little safety training or training not conducted by a competent person?
Who should do the training?
supervisors. Who better to do the training, then the person responsible for the safety and health of his or her employees? If the supervisor cannot train safety, how can he or she properly lead by example and recognize workers for safe work practices? How can the supervisor provide effective safety feedback? How can the supervisor, when needed, properly enforce safety rules? The supervisor can not perform any of these responsibilities unless he or she thoroughly understands safety concepts and principles, the hazards in the workplace, and is competent to train those subjects specifically related to workplace he or she controls. The HR manger or the safety director can’t provide that quality of training for a couple of reasons: they don’t work in the area, and they’re “not the boss.”
Research has shown that while companies spend nearly 1.4 percent of payroll on training, they only reach 10 percent of their workforce. That’s a sad statistic, but on the other hand it indicates that corporate training is a field that has not yet come into its own. I think that we will see in the next few decades a tremendous increase in learning. Instead of workers going to established institutions, the institutions will come to the workers, contracting with business to provide instructors to conduct classes on the corporate “campus.” The “virtual university” is coming, and it will revolutionize education as we know it.

26. FIVE PILLARS: Key elements of a Quality organization
Customer Focus - Aligning all your processes to meet customer needs
Total Involvement - Getting everyone involved in improving processes
Systematic Support - Aligning organizational systems with Quality principles and practices (i.e. budget, evaluations)
Measurement - Establishing performance requirements and monitoring
Continuous Improvement - Never settling for "good enough"

27. SAFETY STRATEGIC QUALITY GOAL
7. Adopt and institute leadership. The aim of supervision should be to help people and machines do a better job. Supervision of management is in need of overhaul, as well as supervision of production workers.
The key to adopting and instituting leadership, of course, lies at the top. Maybe changing the language (position titles) of supervisors might help in the paradigm shift that’s needed. The term, super-visor, is derived from the term over-seer used in earlier centuries in Europe, and implies that one person is higher, superior, in charge, dictating, watching every move for the first mistake. The term advisor derives from the Latin one who views, and might be useful in changing perceptions. Of course, leader, such as team leader, would be preferred as a position title. At any rate, replacing supervision with leadership is critical to the success of a company. Whatever the position title, the person needs to lead by example, action, and word. The leader must “care” about those he or she leads. After all, the leaders success is tied to the success of his or her workers. The “servant leadership” model fits well into the ideas expressed by Deming and others.
What better way to demonstrate these principles of leadership than in making sure employees use safe work procedures in a workplace that is, itself, safe from hazards. Ensuring safety is one of the most visible undertakings that management can take to show employees that they are not merely hired hands who can be replaced, but are valued human resources...part of the family.
7. Adopt and institute leadership.
What are the qualities of good leadership?
How can managers and supervisors display safety leadership?
It is the responsibility of management to discover the barriers that prevent workers from taking pride in their work. Barriers such as:
an emphasis on numbers - results statistics
producing a product quickly rather than properly
ignoring employee recommendations
too much wasted effort on rework
poor tools, equipment, materials, workstation design, environment
Supervisors should know the jobs of the people they supervise. It is not enough for supervisors to be able to count numbers.
SAFETY STRATEGIC QUALITY GOAL
We will deliver the highest quality service to all employees by continuously improving our safety management processes to effectively meet their ever-changing needs.

28. 8. Drive out fear, so that everyone may work effectively for the company.
Management controls the workplace. It influences the standards of behavior and performance of its employees by creating cultural norms in the workplace which dictate what is, and is not acceptable to management. Management can rely solely on safety rules and progressive discipline in their attempt to control the safety behavior and performance of its employees. However, a strategy such as this, which is based on fear and control is rarely, if ever, successful. What does develop is controlling, compliance driven climate of mistrust and disgust. Only a shell of an effective safety and health management system.
In the QTM system, managers and supervisors drive out fear by emphasizing fact-finding, not fault-finding. They emphasize uncovering the weaknesses in the system that have allowed unsafe work practices and hazardous conditions to exist. They educate and train everyone so that those weaknesses are strengthened, thus helping to continually improve the production process. They recognize employees for appropriate behaviors: compliance with safety rules (injury free work), reporting injuries immediately, and reporting hazards in the workplace. Trust increases. Morale and motivation improve because employees are not afraid to report safety concerns to management. Safety is never a complaint in a QTM organization.
The old saying that safety can never be a success if the company plays the “blame game” is certainly applicable. Interventions such as training, counseling, and recognition are far more preferable than personal attacks, name calling, retribution, and disciplinary actions.
When employees suffer some sort of negative consequences for reporting injuries and hazards, and complying with safety rules, the company suffers long term economically. When an employee identifies a hazard that could result in an accident causing serious physical harm, they may be saving the company many tens-of-thousands of dollars. If they report injuries immediately, they are minimizing the negative impact on themselves, and the employer.
8. Drive out fear, so that everyone may work effectively for the company.
Deming wrote that the “The economic loss from fear is appalling.”
What did he mean by this statement, and how does it apply to workplace safety?

29. 9. Break down barriers between staff areas.
9. Break down barriers between staff areas. People in research, design, sales, and production must work as a team, to foresee problems of production and in use that may be encountered with the product or service.
The QTM organization will make effective use of quality teams to improve safety. They will take advantage of concept of safety committees to bring management and employees together in a non-adversarial forum discuss and make recommendations for continually improving workplace safety. The safety committee (or how about “safety circle”) can be an excellent process tool to enhance communication between employees and management.
9. Break down barriers between staff areas.
Cooperation and competition. There’s a place for both. But, why may it be harmful for employers to create a climate of competition among departments?
In regard to safety, why is it important for various departments to communicate and cooperate?
What workplace group is specifically responsible to help break down safety barriers?

30. 10. Eliminate slogans, exhortations, and targets for the work force asking for zero defects and new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force.
In safety, the “happy poster syndrome” is a common occurrence. Managers think that by putting a safety poster every thirty feet, they have a successful safety awareness program. Employees, for the most part, ignore the posters, and don’t actually believe the message that management is trying to convey. The Fix: Get rid of the posters and meaningless slogans. Replace them with action, example, and word. Each supervisor and manager becomes a walking safety slogan.
Reactive safety incentive programs that challenge departments to work thousands of hours without a reported workplace injury serve to create situations where peer pressure prevents injury reporting. Consequently you have the “walking dead syndrome” in the company which eventually results in increased injury costs and workers compensation premiums. Employees are actually being rewarded for not reporting injuries. The performance of one employee impacts the success of the department. Employees will do virtually anything, in some cases, to ensure the department gets their pizza parties, saving bonds, or safety mugs. The fix: Reward and recognize employees individually for complying with safety rules, reporting injuries and reporting workplace hazards. Reward for activities that enhance the process.
Safety-first posters are useless and actually support a perception that management is incompetent IF it can’t provide the means by which safety can be first. Management must walk the talk. They must be able to provide the means to the ends the safety-first poster proclaims.
Dr. Deming said: “You can beat horses; they run faster for a while. goals are like hay somebody ties in front of the horse’s snout. The horse is smart enough to discover no matter whether he canters or gallops, trots or walks or stands still, he can’t catch up with the hay. Might as well stand still. Why argue about it? It will not happen except by change of the system. That’s management’s job, not the people. (Seminar 1985, The Deming Management Method, Mary Walton, page 77)
10. Eliminate slogans, exhortations, and targets for the work force asking for zero defects and new levels of productivity.
Is it within the power of employees, alone, to achieve zero accidents in the workplace? Why?
Is a “Zero Accidents” policy unrealistic? Why?
Why might the commonly seen “Safety First” poster be ineffective in some instances?

31. 11. Eliminate numerical quotas for the workforce, and eliminate management by objectives. Eliminate numerical goals for people in management. Substitute leadership.
According to Krause, in the safety field, many reward systems and performance appraisals are based on numerical goals and measures, such as incident rates, that are untested for random variability....this could mean receiving an undeserved bad performance rating...On the other hand, ignorance of the concept of random variability also means that work groups often get good safety ratings when they do not deserve them.
The problem with measuring the success of a company’s safety effort using incident rates is that once the rate has been reduced to what management feels is an acceptable level, complacency set in, the effort to reduce incident rates relaxes, and incident rates begin the inevitable rise to previous unacceptable levels. Management reacts to the increase in incident rate with a renewed safety emphasis. This reactive management approach to loss control, based on end results (defects), creates an endless cycle of rising and falling incident rates.
Deming would look upon such a situation with dissatisfaction (and wonder). He would, I’m sure, encourage management to do away with any numerical quotas or goals based solely on unpredictive measures as incident frequency rates. He would stress the need measure upstream activities such as safety education and training, safe job procedures, individual safe work behaviors, and the safety of materials, chemicals, and equipment purchased by the company.
In emphasizing QTM principles, the company might never realize sustained “zero accident rates,” but the really important ingredient in a successful process, that of continually journeying closer to that end state would be realized.
Relying solely on quotas in the “production” system results in management looking the other way, when unsafe work practices, and hazardous conditions exist. The macho “it’s part of the job,” attitude by management, under pressure to produce the numbers, results in higher rates of injury and illness. Very little thought is given to the human tragedy involved with serious injuries or fatalities. Even less thought to the indirect and “unknown and unknowable” losses to the company. Management must understand the danger of pressure ever-increasing quotas place on supervisors and employees. Short cuts in work practices are inevitable, and along with them, injuries and illnesses.
11. Eliminate numerical quotas for workers and people in management. Substitute leadership.
What’s wrong with focusing primarily on numerical goals like accident rates or MOD rates to measure the success of a safety program?
If, according to Deming, we shouldn’t measure the safety success of a manager purely on numerical results, what should we measure?

32. 12. Remove barriers that rob people of pride of workmanship.
12. Remove barriers that rob people of pride of workmanship. The responsibility of supervisors must be changed from sheer numbers to quality. Remove barriers that rob people in management and in engineering of their right to pride of workmanship. Abolish the annual merit rating.
Supervisors must ensure their workers receive equipment and materials that are as safe as possible. Employees should work at stations that have been designed for them (ergonomics) to decrease the possibility of strains and sprains, and repetitive motions disease which represent the greatest category of workplace injury and illness in the workforce today (vital few). Workers require and deserve the highest quality personal protective equipment to protect them from workplace hazards. All of the above contribute to the perception that management cares, which produces higher morale and increases overall pride of workmanship.
It does the employee no good to hear, at the end of the year, that he or she has not performed to safety standards. To little, to late, after the fact...which could ultimately result in injury or death. Individual employees do not work isolated from processes and management variables which influence their ability to work effectively. Yet, the annual performance appraisal rates each worker as though the quality of their work is independent of these variables. No... employees need immediate feedback in the form of follow-up training, recognition, and if need be, some sort of discipline.
The annual performance appraisal assumes workers are given everything they need to do their job perfectly, that they work independently. In reality, workers are dependent upon others for quality and level of production. In reality they have little control of anything but their own behavior, the decisions they make about that behavior. They should not be held directly or indirectly accountable for criteria for which they have little or no control.
12. Remove barriers that rob people of pride of workmanship.
What is “pride of workmanship”?
How can supervisors help increase pride of workmanship?
According to Deming, why might annual performance appraisals that rate or rank employee performance be ineffective?

33. 13. Institute a vigorous program of education and self-improvement for everyone.
Weekly or monthly safety education (why) and training (what, how) session, when conducted properly, could go far in improving the performance of employees, and would send a strong message to all that safety was a core value in the company. Unfortunately, most companies do not see the corporate wisdom in adopting the learning organization model. Currently, most employees receive very little safety training, internal or external, on safety related topics.
13. Institute a vigorous program of education and self-improvement for everyone.
What would a vigorous program in safety education and self-improvement look like?

34. 14. Take action to accomplish the transformation.
14. Take action to accomplish the transformation. Put everybody in the company to work to accomplish the transformation. The transformation is everybody’s job.
Here’s the hard part. How do you shift responsibility for safety from the safety director and/or safety committee to line management? If the effort does not have the blessing of the CEO (with action), the transformation may never be successful. The safety committee may serve as the catalyst to initially begin the planning for the transformation. Expanding the size of the committee, then breaking it into “safety circles” specializing in various process functions in the company might be a way to go. However, educating up is crucial if top management balks at the need for the transformation. The safety committee must provide the education (usual data...sorted...objective...bottom line) to influence the perceptions that ultimately shape the transformation. Up hill all the way.
14. Take action to accomplish the transformation.
How can you get everyone to participate in the transformation to total safety improvement?

35. Deming/Shewhart Cycle

36. !
That’s it