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Abstract: The aim of this paper is to propose a safety management framework for construction companies. A literature
review was carried out to identify significant factors that would improve safety performance. Two management tools
namely, the balanced scorecard and quality function deployment (QFD)were used to construct the framework. Strategic
goals were established for each of the following perspectives of the balanced scorecard: financial and cultural, employee,
process, and learning. Afterwards, a questionnaire was prepared using the QFD approach. The goals in the financial
and cultural perspective were defined as the safety-related needs of the organization (customer requirements in the
original QFD approach); and the goals in the remaining perspectives included the actions that the organization could
take to meet its needs. Results of the questionnaire were used to set the final strategic goals in the balanced scorecard.
Safety performance measures and initiatives were used to accomplish the goals in the balanced scorecard.
Key words: safety management, balanced scorecard, quality function deployment.
Rsum : Cet article propose un cadre de gestion de la scurit pour les compagnies de construction. Une revue de la
littrature a tout dabord t ralise afin didentifier les facteurs significatifs qui pourraient amliorer la scurit. Puis,
deux outils de gestion ont t utiliss pour la prsente tude, dont le tableau de bord quilibr et le dploiement de la
fonction qualit. Des objectifs stratgiques ont t tablis pour chaque aspect du tableau de bord quilibr : financier et
culturel, les employs, les procds ainsi que lapprentissage et la croissance. Par aprs, un questionnaire a t prpar
en utilisant lapproche du dploiement de la fonction qualit. Les objectifs financiers et culturels ont t dfinis comme
tant les besoins relis la scurit ( exigences des clients dans lapproche initiale du dploiement de la fonction
qualit) et les objectifs des autres aspects comprenaient les actions que lorganisation pourrait prendre afin de rpondre
ses besoins. Les rsultats ont t utiliss pour dterminer les objectifs stratgiques finaux dans le tableau de bord
quilibr. Les mesures et les initiatives de scurit ont t utilises pour raliser les objectifs du tableau de bord quilibr.
Mots-cls : gestion de la scurit, tableau de bord quilibr, dploiement de la fonction qualit.
[Traduit par la Rdaction]
Introduction
The construction industry is one of the most dangerous
sectors in Turkey. In the past 10 years, more than 9000 people
have died from injuries received during construction work.
Many more have been injured or have contracted illnesses
related to construction work. Moreover, work injuries can
turn out to be a significant cost for construction companies.
In addition to direct costs, such as legal penalties, companies
may incur indirect or hidden costs, such as the cost of
replacing an employee or training a new one during the
injured workers recovery period, reduced productivity of
the crew, overtime to make up for lost productivity, and possible project delays.
Received 17 May 2006. Revision accepted 4 November 2006.
Published on the NRC Research Press Web site at cjce.nrc.ca
on 20 June 2007.
M. Gunduz.1 Department of Civil Engineering, Middle East
Technical University, Ankara 06531, Turkey.
B. Simsek. Corporate Credit Assessment, HSBC Bank,
Istanbul 34398, Turkey.
Written discussion of this article is welcomed and will be
received by the Editor until 30 September 2007.
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doi:10.1139/L06-163
employee, process, and learning. Since it would not be feasible to deal with all these perspectives, the QFD tool was
used to evaluate each of them one by one and select the
most relevant for goal setting. The next step was to utilize
the balanced scorecard to determine the appropriate safety
performance measures for each goal. Initiatives to accomplish these goals were developed in the final stage of this
study.
Literature review
A literature review of previous safety research was carried
out to identify significant factors that would improve safety
performance.
Hinze (1978) drew attention to the safety impact of new
workers and turnover rates and stated that worker turnover is
a key factor in job safety. Studies have also revealed that
injury levels are affected by how well company managers
and policies help new workers adapt to their work environment. Hinze and Pannullo (1978) showed that increased job
control led to better safety performance. Their study revealed
that contractors who closely monitored and controlled their
projects had fewer job injuries among their workers than
contractors who did not. The following year, Hinze and Gordon
(1979) investigated supervisorworker relationships and how
they affect injury rates. These researchers found that supervisors who were more flexible in dealing with conflicts
between subordinates had better safety records than more
rigid supervisors did. Hinze and Harrison (1981) investigated safety program practices in large companies in association with reduced rates of injury. According to their study,
training and safety awards led to lower accident rates. Particularly safe records were observed in firms that (i) provided
formal orientation for new workers; (ii) had field-safety
personnel that were hired by the corporate safety director;
and (iii) placed the field-safety director in charge of training
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Source(s)
Training
Controlling, monitoring
Coordination
Numerical analysis with models
Integration with critical path method
Owner practices
Productivity
Process perspective
The process perspective is concerned with the operational
aspects that ensure a safer workplace and create a safetyconscious climate.
Learning perspective
Having determined strategic objectives for the aforementioned perspectives, the balanced scorecard process identified
some gaps between the required and existing capabilities,
such as gaps in employee skills and motivation. The learning
perspective includes objectives aimed at addressing these
gaps.
Learning
Process
Motivating employees
Developing a training program
Training supervisors (safety awareness)
Suggested initiatives
Checklists
Number of safety meetings
Number of accidents
Number of occupational diseases
Amount paid as legal fees
Deviation from actual budget following an accident
Cost of activity per unit of related cost driver
Number of injured workers needing company support
Reduce accidents
Reduce occupational diseases
Reduce legal fees
Reduce indirect costs
Improve productivity
Eliminate human suffering and the disruption
it can bring into a persons life
Create subcontractor awareness
Improve employee satisfaction
Employee
Financial and
cultural
Suggested measures
Objectives
Perspective
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Fig. 3. Typical house of quality.
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the employee, process, and learning perspectives. The proposed initiatives are also listed in Table 2.
Conclusion
The balanced scorecard and QFD are effective tools that
management can use to identify relationships between objectives and performance measures in safety management prac 2007 NRC Canada
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Fig. 7. Causeeffect linkages.
Acknowledgments
The authors would like to thank Mr. Sedat Bitik and Mr.
Ekrem Turk for their continuous support during the research
effort.
References
Borcherding, J.D., and Oglesby, C.H. 1974. Construction productivity and job satisfaction. Journal of the Construction Division,
ASCE, 100(3): 413431.