This study explored whether joint management system (JMS) practices (integrated OHS and Operations [Ops.] practices) result in better performance compared to alternative practices or individually.
198 manufacturing organisations were studied.
Four groups were identified:
1) JMS groups excelling in both Ops. performance and OHS performance;
2) groups that scored high in Ops. but low in OHS;
3) groups that scored low in Ops but high in OHS;
4) groups that scored low in both.
Results:
JMS groups had better Ops. & OHS outcomes than companies without these practices. JMS had similar OHS outcomes as those with high OHS but low Ops., & similar Ops. outcomes compared to those with high Ops. scores. This suggests that JMS practices are generally as effective for OHS & Ops performance as are individual practices.
Although both High OHS/low Ops. & JMS were found to equally prevent more serious injuries, High OHS/low Ops. more low severity injuries compared to JMS. These findings may be spurious, but the authors posit that perhaps JMS companies can better prevent minor injuries vs. companies that are individually higher performers in OHS.
Based on the findings in this study (not all summarised here), the authors note that operations and safety appear to be more complementary, rather than synergistic or competing (* though not to say that there aren’t sacrificing decisions and ETTO’ing).
That is, integrated practices in this sample didn’t really result in greater individual performance in either OHS or Op. performance, but worked in a complementary fashion to foster/maintain good performance – but further work is needed.
The authors note that regarding companies utilising JMS practices “there is no penalty for either safety or operational outcomes” (p80). Companies with JMS practices can be “competitive and possibly even leaders in both [aspects of performance]” (p88). They further argue that JMS practices may be an effective means to influence joint optimisations in complex systems.
Although not directly mentioned, these findings in my opinion strongly suggest the focus on work rather than silo’d safety, quality, operations etc.
Authors: Robson, L., Tompa, E., Sarnocinska-Hart, A., Klassen, R., Shevchenko, A., Sharma, S., … & Pagell, M. (2016).
Study Link: https://journals.lww.com/joem/Abstract/2016/03000/Managing_Safety_and_Operations__The_Effect_of.21.aspx
Link to the LinkedIn article: https://www.linkedin.com/feed/update/urn:li:ugcPost:6974851920121278464?updateEntityUrn=urn%3Ali%3Afs_updateV2%3A%28urn%3Ali%3AugcPost%3A6974851920121278464%2CFEED_DETAIL%2CEMPTY%2CDEFAULT%2Cfalse%29
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