Case Study Zero Defect Management

However, if the cost of “perfection” is so expensive that the company cannot be profitable, it is not realistic to spend too much on a zero defect mindset. Instead the company must first identify what an acceptable percentage of defects is and where the defect could have been prevented. Then the company can further quantify which cost of quality is presenting the greatest risk and put procedures and policies in place in an attempt to minimize defects. Since prevention costs many times are considered the least expensive and can have the biggest affect on non-conforming products most companies will focus its initial and largest efforts into prevention. The next initiative would be appraisal and last would be identifying

● Monitoring — Internal control systems need to be monitored–a process that assesses the quality of the system’s performance over time. This is accomplished through ongoing monitoring activities, separate evaluations or a combination of the two. Ongoing monitoring occurs in the course of operations. It includes regular management and supervisory activities, and other actions personnel take in performing their duties. The scope and frequency of separate evaluations will depend primarily on an assessment of risks and the effectiveness of ongoing monitoring procedures. Internal control deficiencies should be reported upstream, with serious matters reported to top management and the board.

The safety concerns can be resolved through companywide mandatory safety training. There were only about half of the employees whom felt safe and to increase the percentage safety has to be a top priority of the company. Safety training can be done in various ways such as regular session with supervisors, managers, and employees are often coordinated by HR

While it is important to examine the outcomes of safety performance, it becomes an issue when incentives are offered for fewer injuries and a better safety outcome (Geller, 2000). According to Geller, linking the safety performance system to an incentive system will result in workers hiding injuries and failing to report incidents and near misses all in an attempt to reduce the statistics to receive an incentive (Geller, 2000). The purpose then becomes defeated because the incentive/reward process tends to motivate a safety process that will influence the outcome (Geller, 2000).

Safety culture is the enduring value and priority placed on worker and public safety by everyone in every group at every level of an organization. It refers to the extent to which individuals and groups will commit to personal responsibility for safety, act to preserve, enhance and communicate safety concerns, strive to actively learn, adapt and modify (both individual and organizational) behavior based on lessons learned from mistakes, and be rewarded in a manner consistent with these values (Wiegmann et al., 2002: 8)

A culture of Safety has been proposed as an effective safety and essential core mechanism appropriate patient care. It is involved in effective teamwork, reduced side effects, as well as continuous learning, behavior based safety reporting errors. A number of research reports have established the connection between culture and safety management practices, such as errors. Display and side effects of the study and reduce mortality, including other patient safety culture has found associations between patient outcomes (Weaver, Dy, Lubomski, 2011). The number of tools can be used to assess the health safety culture within the organization. The most widely used in medical research and patient safety culture assessment developed by the Agency for

To provide a further understanding of how the BP Deepwater Horizon (DH) mishap occurred, this report draws upon two applied theories within human error and safety research. Reason’s(1997) Swiss Cheese model of accident causation will be applied to account for the occurrence of macro-system failures that led to the Macondo well blowout. Safety culture theorem will be incorporated to present how poor management fabricated employees’ behaviours and beliefs in reference to safety on the DH(Guldenmund,2000).

In general, safety culture refers to the ways that safety issues are addressed in a workplace. This paper talks about the contrast of safety culture of the US nuclear navy under Adm. Hyman Rickover with the Culture of NASA at the time of the Challenger disaster. It focuses on the operation of high-tech organizations, when they focus on safety versus when they do not.

By creating a safety plan, the company demonstrates its commitment to its employees which in turn boost employee morale. This improves jobsite conditions by boosting overall morale of the jobsite. It shows the company is dedicated to its employees safety and wellbeing. When an accident occurs, it reflects poorly on the company. It shows that the company was not diligent in looking for items that are potential hazards.

Creating a culture of safety requires shared values, beliefs, and a commitment to embrace safe practices (Hogan, 2015).

In all cases, I will use an appraisal performance system in order to track the execution and outcome of goals. We can also use Key Performance Indicators (KPIs) that measure general economic, environmental and social performance. Finally, we can also employ a third party, objective external assessor who can also review our Company's internal and external performance

BSBHRM512A - Assessment One What you have to do You will need to conduct research into Performance Management Systems (PMS) and how these support the organisation. You should research widely and include a bibliography with your assessment to support your recommendations. If you provide direct quotes you should reference these both in text and with a reference list. There are 2 parts to Assessment 1.

Culture is the common beliefs and ways of doing things shared between those who learned their ways in the same environment. Safety culture is, however much of the same with a developed attitude towards safety. Safety culture can be strong, where people within an organization report incidents that occur or even when they had the opportunity to occur. On the other hand safety culture can also be poor where incidents are hidden or swept under the carpet and no action can be taken to decrease the possibility of it from happening again. Tools have been developed to assess the safety culture in many different organizations, usually those that have a high risk. Rules and regulations are typically implemented following incidents resulting in fatalities. Nuclear, medical and aviation are some of the main industries that have begun assessing safety culture within their organizations and implementing SMS systems to help distinguish situations that could have potentially caused an incident.

Social – The workplace culture didn’t support the workplace safety implementation. Staffs think workplace safety is not important and they don’t have time to attend the safety training. It is very important and urgent for managers to let staffs understand workplace safety.

I have experience in performance management and understand the performance appraisal or a disciplinary process. It aims to improve organisational, functional, team and individual performances. Effective performance management measures the progress being made towards the achievement of the organisation's business objectives. It does so by planning, establishing, monitoring, reviewing and evaluating organisational, functional, team and individual performance.