Training for total quality performance: the experience of British Steel

Procter, Dave; Young, Malcolm P.; Howlett, Viv

doi:10.1080/09544129000000040

“…Middle managers and quality staff receive most training overall, consistent with the work of Proctor and Young (1990) and Kanji and Asher (1993), which emphasises the importance of these staff in implementing and maintaining a quality programme. These are the groups that are most important in making quality``work'', and they require a full profile of training.…”

Section: Training Givenmentioning

confidence: 55%

“…Surprisingly, the shopfloor workers appear to receive a similar profile of training where one might perhaps anticipate more emphasis on statistical tools. Nevertheless, normative work by Proctor and Young (1990) and Kanji and Asher (1993) confirm that the detail of most statistical approaches are not appropriate at shopfloor level.…”

Section: Training Givenmentioning

confidence: 99%

Quality training: findings from a European survey

Mathews

¹

,

Ueno²,

Periera

³

et al. 2001

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Quality management is an essential part of an organisation's competitive strategy. The training that underpins quality management determines the likely effectiveness of the quality initiatives undertaken. This article details the findings of a questionnaire survey into the training provided to support quality management. A total of 450 responses are analysed. Findings from the UK, Portugal and Finland are compared to identify differences in national practice. Training provision is definitely focused at quality staff, but even with this group training in many of the traditional quality tools is denied to one third. The area in which training is given consistently concerns awareness, systems and standards. This confirms that much of the emphasis within the sample base is on working to a quality system rather than necessarily embracing the message of quality. Training methods tend to be traditional, with little impact evident of the hi-tech revolution. Nevertheless, there is a spread of approaches considered effective with no single approach dominating the field. While external short courses rank top in all areas, the incidence is never in excess of one-third.

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“…In that year, the British Steel plant in Teesside in North East England launched a programme of "total quality performance." The training material used in meetings with the whole workforce included a short text on accident prevention with the two headings "Total Quality is no Accident" and "Zero Defect ¼ Zero Accidents" (Procter et al 1990). Thus, safety was included as part of a campaign whose primary goal was product quality.…”

Section: Workplace Safetymentioning

confidence: 99%

Zero Visions and Other Safety Principles

Hansson

¹

2022

The Vision Zero Handbook

1

0

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Safety management is largely based on safety principles, which are simple guidelines intended to guide safety work. This chapter provides a typology and systematic overview of safety principles and an analysis of how they relate to Vision Zero. Three major categories of safety principles are investigated. The aspiration principles tell us what level of safety or risk reduction we should aim at or aspire to. Important examples are Vision Zero, continuous improvement, ALARA (as low as reasonably achievable), BAT (best available technology), cost-benefit analysis, cost-effectiveness analysis, risk limits, and exposure limits. The error tolerance principles are based on the insight that accidents and mistakes will happen, however much we try to avoid them. We therefore have to minimize the negative effects of failures and unexpected disturbances. Safety principles telling us how to do this include fail-safety, inherent safety, substitution, multiple safety barriers, redundancy, and safety factors. Finally, evidence evaluation principles provide guidance on how to evaluate uncertain evidence. Major such principles are the precautionary principle, a reversed burden of proof, and risk neutrality.

show abstract

Zero Visions and Other Safety Principles

Hansson

¹

2022

The Vision Zero Handbook

1

0

View full text Add to dashboard Cite

Safety management is largely based on safety principles, which are simple guidelines intended to guide safety work. This chapter provides a typology and systematic overview of safety principles and an analysis of how they relate to Vision Zero. Three major categories of safety principles are investigated. The aspiration principles tell us what level of safety or risk reduction we should aim at or aspire to. Important examples are Vision Zero, continuous improvement, ALARA (as low as reasonably achievable), BAT (best available technology), cost-benefit analysis, cost-effectiveness analysis, risk limits, and exposure limits. The error tolerance principles are based on the insight that accidents and mistakes will happen, however much we try to avoid them. We therefore have to minimize the negative effects of failures and unexpected disturbances. Safety principles telling us how to do this include fail-safety, inherent safety, substitution, multiple safety barriers, redundancy, and safety factors. Finally, evidence evaluation principles provide guidance on how to evaluate uncertain evidence. Major such principles are the precautionary principle, a reversed burden of proof, and risk neutrality.

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Training for total quality performance: the experience of British Steel

Cited by 6 publications

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Quality training: findings from a European survey

Quality training: findings from a European survey

Zero Visions and Other Safety Principles

Zero Visions and Other Safety Principles

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