Deming's 14 Points Applied to Safety
Point 14: Take action to accomplish the transformation.
Engaging everyone in the company to work toward transformation is essential. After all, the transformation is everyone's job. What an innovative concept! So how can we implement this approach in the realm of safety and health?
Here's the hard part. Someone must have the vision: If not top management, who? 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 initially begin the planning for the transformation. Expanding the size of the committee, then breaking it into "safety teams" 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. Uphill all the way.
Taking on the goals of continuous improvement is not an easy task. If you decide to begin the journey, be sure to continue your study of the concepts. Go slowly and don't expect big changes overnight. Ultimately, you are attempting to change the culture and that process, can and probably will, take years.
Knowledge Check Choose the best answer for the question.
8-13. Whose job is it to create a successful transformation in continuous improvement?
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