Our efforts in developing a safety culture – establishment of safety management system on the basis of risk assessment

2013 ◽  
pp. 609-613
Author(s):  
Yasuyuki Mito
Keyword(s):  
Risk Assessment ◽  
Safety Culture ◽  
Management System ◽  
Safety Management ◽  
Safety Management System

scholarly journals RELATIONSHIP BETWEEN SAFETY CULTURE AND THE SAFETY CLIMATE, SAFETY BEHAVIOR AND SAFETY MANAGEMENT

2021 ◽  
Vol 15 (2) ◽  
Author(s):  
Dian Palupi Restuputri ◽  
M Syahban Giraldi ◽  
Shanty Kusuma Dewi ◽  
Ilyas Masudin ◽  
Uci Yuliati
Keyword(s):  
Factor Analysis ◽  
Confirmatory Factor Analysis ◽  
Safety Culture ◽  
Management System ◽  
Safety Climate ◽  
Safety Management ◽  
Analysis Method ◽  
Safety Management System ◽  
Confirmatory Factor ◽  
Good Scale

This article aims to measure the application of occupational safety and health using Cooper's Reciprocal Safety Culture Model and Confirmatory Factor Analysis method.  The objective function of this article is to find out the aspects of safety culture that have been implemented by companies. A questionnaire was circulated to staff on the company's production floor as part of this study. The results of the questionnaire recapitulation were then analyzed using the confirmatory factor analysis method. Based on the score calculation results and the category determination build on the questionnaire scores on each dimension of the safety culture applied to the Steel Company, the safety climate value of 55.58 is obtained, which is on a 'quite good' scale. The safety behaviour value of 44, 89 is included on a 'quite good' scale, the safety management system value of 22.04 is on a 'poor' scale, and the safety culture value of 40.83 is on the 'quite good' scale. With these results, it is essential to make improvements to the safety culture in the company, especially in the dimensions of the safety management system, which is on the 'quite good' scale.

Multilevel safety culture affecting organization safety performance: a system dynamic approach

2019 ◽  
Vol 26 (10) ◽  
pp. 2326-2346
Author(s):  
Abdul Qayoom ◽  
Bonaventura H.W. Hadikusumo
Keyword(s):  
Safety Culture ◽  
Management System ◽  
Safety Management ◽  
Middle Management ◽  
Safety Performance ◽  
Top Management ◽  
Group Model ◽  
Holistic View ◽  
Safety Management System ◽  
Content Type

Purpose Previous research studies have testified that safety culture positively affects safety performance. However, the progression by which safety culture affects safety performance has not yet been examined. Also, how safety culture affects the overall safety performance at different levels of the organization is yet to be explored. In order to address this issue, the purpose of this paper is to study the effect of multilevel safety culture upon safety performance over time. Design/methodology/approach A conceptual causal-loop diagram is constructed using the group model building approach to establish the relationship between safety culture components (e.g. psychological, behavioral and situational) and the factors associated with safety performance (e.g. risk level, safety behavior, unsafe conditions, unsafe acts and incident rate). Considering the dynamic nature and intricacy of the safety management system, the system dynamics approach has been employed to develop the model. Findings The results indicate that the safety culture at the tactical level (middle management) and operational level is much more effective than strategic level (top management) in ameliorating the safety performance of the organization. Research limitations/implications The scope of this study is limited to the effect of multilevel safety culture on safety performance. The focus is on the dynamics of personal, behavioral and situational factors of top management, middle management and workers to reinforce the safety performance of the organization. Future research can be protracted to build other models of safety. Practical implications First and foremost, the findings summarized in this paper can be implemented by organizations to achieve the total safety culture to upgrade safety performance. Originality/value This paper presents the holistic view of multilevel safety culture in an organization’s hierarchy. It shows how multilevel level safety culture in an organization interacts with the safety management system to enhance the safety performance of the organization.

Study on Safety Management Based on Synergetic

2012 ◽  
Vol 616-618 ◽  
pp. 487-490
Author(s):  
You Xia Sun ◽  
Xing Dong Li
Keyword(s):  
Factor Analysis ◽  
Safety Culture ◽  
Management System ◽  
Order Parameter ◽  
Safety Management ◽  
State Variables ◽  
Safety Management System

Based on synergetic, this paper ascertained state variables of the safety management system by factor analysis. Then the order parameter (safety culture) was selected. Finally, in order to realized the change of safety management from rigid administration to people-oriented management, the slave function of safety culture was analyzed and the management methods of safety culture were stated.

scholarly journals Penerapan Safety Management System pada AMTO 147D-13 Program Studi Teknologi Pemeliharaan Pesawat Udara Politeknik Penerbangan Makassar

2020 ◽  
Vol 3 (2) ◽  
pp. 24-31
Author(s):  
Adhitya Octavianie
Keyword(s):  
Safety Culture ◽  
Management System ◽  
Safety Management ◽  
Safety Management System ◽  
Safety Awareness

Keselamatan penerbangan merupakan hal mutlak yang diinginkan oleh seluruh stakeholder pada indsutri penerbangan. Keselamatan penerbangan menjadi hal yang sangat serius yang secara terus-menerus diupayakan keterwujudannya. Kecelakaan penerbangan dapat terjadi karena berbagai macam faktor. Faktor alam, faktor manusia maupun faktor kegagalan sistem dapat menjadi faktor langsung maupun tidak langsung terhadap terjadinya kecelakaan penerbangan. Pembentukan budaya keselamatan (safety culture) dan kepedulian keselamatan (safety awareness) terhadap penerbangan pada organisasi akan dapat memberikan kontribusi positif pada terciptanya keselamatan penerbangan. Dan hal tersebut tidak terlepas dari keberhasilan penerapan Safety Management System pada organisasi ataupun entitas yang terkait dengan industri penerbangan. Maksud dan tujuan dari penelitian ini adalah untuk dapat menjelaskan sejauh mana Safety Management System telah diterapkan pada AMTO 147 D-13 Prodi TPPU Politeknik Penerbangan Makassar serta untuk dapat mengidentifikasi faktor-faktor atau kendala yang dapat menghambat upaya penerapannya. Penelitian ini dilakukan dengan metode deskriptif kualitatif melalui wawancara dengan SMS Manager dan key persons AMTO 147 D-13 Prodi TPPU Politeknik Penerbangan Makassar, pengisian e-kuesioner oleh personel AMTO, observasi dan juga dokumentasi. Dengan menggunakan Gap analisis, dilakukan pembandingan terhadap indikator-indikator capaian keberhasilan SMS pada kondisi aktual dan ideal. Berdasarkan hasil penyajian data diketahui bahwa terjadi kegagalan yang cukup signifikan terhadap indikator-indikator capaian SMS yang tertera pada manual SMS AMTO 147 D-13 Prodi TPPU Politeknik Penerbangan Makassar. Pemahaman dan kepedulian pada tingkat yang berbeda-beda terkait dengan penerapan SMS pada organisasi di level manajemen hingga pelaksana merupakan kontribusi terbesar dari belum maksimalnya SMS dapat diterapkan.

scholarly journals HOW SAFE IS SAFE? A CANADIAN AIR CARRIERS (CAC) SAFETY BEHAVIOR INVESTIGATION

2019 ◽  
Vol 10 (2) ◽  
pp. 1-31
Author(s):  
Angeline Ram ◽  
John O’Connell ◽  
Marina Efthymiou ◽  
Eric Tchouamou Njoya
Keyword(s):  
Organizational Culture ◽  
Safety Culture ◽  
Management System ◽  
Safety Management ◽  
Public Confidence ◽  
Safety Behavior ◽  
Safety Management System ◽  
Safety Reporting ◽  
Job Function ◽  
Air Carriers

The importance of safety within an organization is determined by the implementation of a Safety Management System (SMS), organizational culture, management commitment and behaviour, the activity of staff themselves, and to what degree safety reporting is upheld (Cohen, Wiegmann and Shappell, 2015). Canada was the first country globally to implement regulation mandating a Safety Management System (SMS) program. Many Canadian air carriers (CAC) proudly announce safety as a top priority, which is achieved through their SMS program. Amidst aviation’s verbal safety saturation, safety is often communicated as the top priority within the industry; however, are the public declarations consistent with CAC practices? This paper investigates whether safety behaviour within CAC is aligned to the objectives of the SMS. In-depth interviews with seven senior safety experts were conducted to identify areas of improvement and a survey with 164 respondents. This research found that there are many areas of improvement of the safety performance of CAC. Factors, which affect safety reporting behaviour and the priority of safety, include management’s support of a safety culture, job function, and the number of air carriers an individual has worked for. This research also suggests that a job function that was created to instil public confidence is more likely to deviate from safety procedures and less likely to report. A template for safety success, which influences organizational culture resulting in economic viability output, is proposed and recommendations for safety culture enforcement by the regulators.

scholarly journals The Relationship Between Organizational Safety Culture and Organization Safety Performance. The Mediating Role of Safety Management System

2021 ◽  
Vol 11 (3) ◽  
pp. 148-157
Author(s):  
VO Otitolaiye ◽  
FS Abd Aziz ◽  
M Munauwar ◽  
F Omer
Keyword(s):  
Safety Culture ◽  
Indirect Effect ◽  
Management System ◽  
Safety Management ◽  
Positive Association ◽  
Safety Performance ◽  
Organizational Safety ◽  
Safety Management System ◽  
The Relationship ◽  
Organizational Safety Culture

Introduction: Safety performance is defined as efforts undertaken by organizations with the crucial aim of curtailing accidents and injuries to workers. It plays a crucial role in an organization aiming to achieve an anticipated outcome. A plethora of studies have found positive association between safety culture and safety performance of organizations. However, little is known on how the mechanism through which organizational safety culture exerts its influence on safety performance. Thus, this study investigates the indirect effect of safety management system in the relationship between organizational safety culture and safety performance. Methods: This study employs the use of a 5-point Likert questionnaire to collect data from 134 respondents who are head of safety officers in F&B industries located in Lagos, Nigeria. SmartPLS 2.0 was used for data analysis. Results: Results from path analysis revealed that safety culture and safety management system positively relate to safety performance. Furthermore, the mediation analysis indicated an indirect effect of safety management system in the relationship between safety culture and safety performance. Conclusion: It is concluded that though safety culture has a significant positive relationship on safety performance, however its effect will be more if F&B organizations create and constantly implement a robust safety management system.

Safety management system in automotive and energy industries

2017 ◽  
Vol 34 (4) ◽  
pp. 569-580 ◽  
Author(s):  
Kongkiti Phusavat ◽  
Bordin Vongvitayapirom ◽  
Pekka Kess ◽  
Binshan Lin
Keyword(s):  
Safety Culture ◽  
Management System ◽  
Success Factors ◽  
Occupational Safety ◽  
Safety Management ◽  
Regulatory Compliance ◽  
Safety Management System ◽  
Content Type ◽  
Iso 26000 ◽  
Depth Analysis

Purpose The purpose of this paper is to report the key results and lessons of a study in Thailand. Occupational safety and health is the foundation of ISO 26000, which emphasizes on corporate social responsibility. This study underlines the needs on gradually preparing the industries for market integration. Design/methodology/approach Two leading companies in automotive and energy industries are selected. The automotive industry is one of Thailand’s largest clusters in terms of investment, employment, and sale turnovers. On the other hand, the energy industry is critical as Thailand seeks to import energies from neighboring and other countries. The in-depth analysis aims to identify excellent practices, elements, and success factors commonly shared by the two selected companies. The interviews with the companies’ executives follow this identification for the findings’ confirmation and possible extension. Findings The findings provide a description of the process of how an integrated safety management system is implemented and reports results such as the following. The two leading companies apparently share many common practices, elements, and success factors. They include safety culture (empowerment, behavior, communication, etc.), system and structure (processes, instruction, documentations, records, etc.), and use of external influences (e.g. safety audits by international partners and customers) to sustain the safety management system. Originality/value This study should inform executives and managers who are concerned with how to prepare an organization when attempting to adapt to Occupational Health and Safety Management Systems 18000 and subsequently to ISO 26000. Building a strong safety culture should be considered as the foundation, while relying on regulatory compliance and enforcement alone is not adequate.

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