TSSCP: Advancing a Transit Strategic Safety Culture Paradigm
- Levern McElveen (Levern McElveen & Associates LLC)
- Document ID
- American Society of Safety Engineers
- Professional Safety
- Publication Date
- July 2019
- Document Type
- Journal Paper
- 32 - 41
- 2019. American Society of Safety Professionals
- 2 in the last 30 days
- 2 since 2007
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- This article discusses the transit strategic safety culture paradigm (TSSCP), a tool designed to enhance safety culture process in the U.S. transit industry.
- The model is based on the Asian railway model of safety excellence, an approach to establishing a sustainable safety culture in the transit industry.
- The article discusses transit safety culture, and outlines factors of TSSCP such as design, the role of leadership, guiding principles, training, employee engagement, workforce development and diversity, and strategy.
The Transit Strategic Safety Culture Paradigm (TSSCP) is a tool designed to enhance the safety culture process in the U.S. transit industry by developing and implementing a sustainable safety culture to reduce incidents, improve service delivery, and enhance quality of life for customers and employees. Based on the Asian railway model of safety excellence, this model is a unique approach to establishing a sustainable safety culture in the transit industry that currently does not exist. It is also reflective of Deming’s total quality management (TQM) process, which originated in Japan in 1954 and was introduced to the U.S. industrial sector as the 14 points TQM during 1960 and 1970 (Deming, 2017).
The need for an innovative safety model in the transit industry that ensures passenger and employee safety is long overdue. Advancing TSSCP provides a road map for developing and implementing a sustainable safety culture in the transit industry. This model advances a critical new way of thinking, conceptualizing and operationalizing a culture of safety that is thought to be far more important than safety climate regarding safety values, behaviors and attitudes of employees in reducing incidents (Zohar, 1980).
To reduce incidents in the transit industry and address serious inadequate leadership and human concerns, leaders must focus on a model that builds a strong, vibrant safety culture within the transit community. Transit leaders must engage all ranks of employees, contractors, labor management, politicians, citizens and all who share a common vision of safe and efficient operations of service delivery. Everyone must work toward zero incidents, fatalities and injuries by reducing incident rates along with addressing entrenched and systemic disregard for the two most critical components of a safety culture: customers and employees.
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