Case Study Zero Defect Management

1450 Words6 Pages
Background to the “zero accident” concept
According to Zheng (2008: 12-14) in the 1960’s, zero plans appeared in the business world as a management ideology. In 1962, zero defect management (also known as zero shortcomings) was first used in Orlando, by a division of the “Martin Marita Company” situated in the United States (U.S) of America. The following year the U.S General Electric Company carried out a “zero defect program” within the whole company and increased the proposal to eliminate the cause of error, in which the “zero defect program” got better direction.
According to Nanboa (2008: 15-17) in 1965, the Japanese Electrical Stock Company launched the first zero defect management (also known as zero-defect campaign) in Japan. The National
…show more content…
Planning and implementing: A clear H&S management plan should be developed and include the setting and implementation of performance standards, targets and procedures through an effective H&S management system. This plan must be based on:
- Risk assessment methods: To decide on priorities and setting objectives, so that hazards can be eliminated and risks reduced Hughes and Ferrett (2008: 20).
4. Measuring performance: To monitor the effectiveness of the H&S management system actively and reactively. In this case actively involves looking at the premises, plant, substances, people, procedures and systems. Reactively discovers why controls have failed by investigating the accidents and incidents Hughes and Ferrett (2008: 20).
5. Reviewing performance: The monitoring results should be systematically reviewed to evaluate the performance of the management system against the objective and targets (as per the H&S policy). The objectives and targets set for the H&S policy may be changed at this stage. Changes in the H&S environment in the organisation, such as accidents, should also trigger a performance review. Performance reviews are part of any organisations Hughes and Ferrett (2008:
…show more content…
According to Misnan, Mohammed, Mahmud and Abdullah (2008: 1902-1918) Health and Safety culture can be described as a set of beliefs, norms, attitudes, social and technical practise that are concerned with minimising the exposure of individuals within and beyond an organisation to conditions considered dangerous or injurious. H&S culture is a subset of organisational culture that affects members’ attitude and behaviour in relation to the ongoing H&S performance of an organisation. The outcome of these attitudes and behaviours could be measured and assessed to see the degree the organisation may or may not possess a good H&S culture Okorie and Smallwood (2010: 498). Therefore H&S culture is important due to the fact that it forms the context in which individual H&S attitudes develop, and H&S behaviour is promoted.
According to Fu and Li (2009: ) safety culture is the core idea needed for enterprise safety management. Steward (2002: ) proposed that the safety performance of an enterprise is mainly the view of their managers and employees, meaning that safety performance depends on people’s ideas, thoughts and their understanding of the main factors influencing safety performance. The core ideas of safety management determine the safety performance, and can be used with Heinrich’s theory of accident causation

More about Case Study Zero Defect Management

Get Access