Guest Article
February 2002

Managing Safety with a Systems Approach

A well-accepted principle in business management is that a systems approach is a solid foundation to ensure sustained success. By contrast, when business decisions are made one-at-a-time there is much more likelihood of inconsistency and under-performance.

A good example is to look at systems that equipment companies have in place to manage customer service, parts sales and equipment sales. It involves planning, administrative processes, people with expertise, budgeting, market analysis, comparison and performance reporting. These are the components of a business management system that builds success.

In occupational safety management this principle applies in a similar way. When programs and processes are integrated with the normal operating systems, the likelihood of achieving performance excellence increases. By contrast, if a health and safety issue results in a reaction to implement a new policy or program, the safety system will be in a constant state of change.

Two opportunities arise from this commentary; 1) the advantage of integrating safety into standard business practices, and 2) maintaining a stable, comprehensive safety management system.

Sometimes workers perceive that safety is an add-on because it appears to be separate and distinct from normal work. That is further re-inforced by having a separate program, separate forms, separate meetings, separate training and special people to administer this function. The opposite scenario evolves when safety training, use of safe work practices and safety meetings are integrated with the company’s standard operating processes. For example, a normal part of a pre-job meeting to include hazard identification and implement controls before work is started.

The benefit of building a comprehensive safety management system is that workers and management clearly know in advance what is expected. The things that are important with respect to safety would remain constant, instead of going through an up-down cycle. Workers respond to workplace expectations by satisfying what is constantly perceived to be important. When the things that are important include safety, it will become a normal work practice.

A hallmark of high-performing companies with excellent safety performance is that safety is managed in the same way as other business functions. Program planning, effective administrative processes, people with expertise, budgeting, comparative analysis, and performance reporting are the critical elements of success.

John Boerefyn, CRSP
Safety Management Solutions Inc.

E-mail: jboerefyn@telusplanet.net
Tel: 780-487-2188

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