Errors in management systems are often attributed to flaws in management processes rather than individual worker mistakes. Many experts in management methods, including Joseph Juran and W. Edwards Deming, advocate that the majority of errors arise due to poor management systems rather than worker incompetence. According to Deming, 85% of errors result from faulty processes, while only 15% are linked to worker skills. His philosophy underscores the necessity of process improvement over merely addressing worker performance.
Deming emphasized that no matter how diligently an employee works, they cannot overcome fundamental flaws in a poorly designed process. His approach prioritized management’s role in refining processes, reducing errors, and eliminating the need for corrections after mistakes occur. Errors, including incidents and accidents, disrupt processes and diminish quality. By fostering collaboration between workers and management, organizations can improve operational processes and enhance overall efficiency.
Juran defined critical processes as those that pose significant risks to human life, health, the environment, or result in substantial financial losses. He advocated for meticulous planning and design to minimize human error and stressed the importance of continuous improvement in achieving high-quality outcomes. This focus on reducing errors aligns closely with efforts to enhance workplace safety and prevent accidents.
The management philosophies of Deming and Juran laid the foundation for Total Quality Management (TQM), a methodology centered on continuous process improvement. The modern evolution of this approach is known as Six Sigma, which further refines management strategies to reduce defects and enhance quality. These management principles provide valuable tools for safety practitioners, enabling them to utilize structured techniques to prevent accidents and effectively communicate with organizational leadership.
This approach aligns closely with Prevention through Design (PtD), which emphasizes proactive changes in design and engineering to prevent errors before they occur. By modifying equipment, methods, and overall workplace design, organizations can systematically reduce risks and improve safety outcomes. In essence, the key to minimizing errors lies in refining management processes, continuously improving operational systems, and fostering a culture of quality and safety.
