Reorganization and consolidation of a safety program.

摘要

Prior to 1990, the Mayo Safety Program consisted of several autonomous functions, one of which was Radiation Safety. Consolidation and enhancement of these programs began in 1990 with safety coordinators (e.g., health physicists, industrial hygienists, ergonomists) reporting to one safety director who reports to a vice president level administrator. In 1995, the hierarchical structure was replaced with self-directed work teams. These teams have team leaders who replaced conventional work unit supervisors and a Human Resources (HR) Liaison who is responsible for HR issues including time keeping and 360 degrees performance reviews. A Steering Team, consisting of team leaders was established to create a strategic plan, set program goals, and hold teams accountable. In 1997, processes were evaluated and redesigned through an operational restructuring method called process mapping; process mapping is a tool used in reengineering. Value added to the safety program as a result of these efforts includes more program ownership by Safety staff as demonstrated by increased motivation, increased interest in success of the entire safety program, and increased participation in team planning and management. In addition, some economies of scale have been achieved through cross-functional teams.