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Reorganization and consolidation of a safety program
1Mayo Foundation, Rochester, MN 55905, USA.
Health Physics
|February 4, 1999
Summary
The Mayo Safety Program transformed from autonomous functions to self-directed work teams, enhancing staff ownership and motivation. This restructuring improved program success and achieved economies of scale through cross-functional collaboration.
Area of Science:
- Occupational Health and Safety
- Organizational Management
- Healthcare Administration
Background:
- The Mayo Safety Program initially comprised independent functions, including Radiation Safety.
- A significant restructuring began in 1990, centralizing safety functions under a single director.
- In 1995, a hierarchical management system was replaced by self-directed work teams.
Purpose of the Study:
- To describe the evolution of the Mayo Safety Program's organizational structure.
- To evaluate the impact of restructuring on staff engagement and program efficiency.
- To highlight the benefits of implementing self-directed work teams and process reengineering.
Main Methods:
- Transition from a hierarchical structure to self-directed work teams with team leaders and HR liaisons.
- Establishment of a Steering Team for strategic planning and accountability.
- Application of process mapping for operational restructuring and process redesign in 1997.
Main Results:
- Increased program ownership and motivation among Safety staff.
- Enhanced interest in the overall success of the safety program.
- Greater participation in team planning and management, alongside achieved economies of scale.
Conclusions:
- The shift to self-directed work teams and process reengineering positively impacted staff engagement and program outcomes.
- Organizational restructuring led to improved motivation, ownership, and efficiency within the safety program.
- Cross-functional teams facilitated economies of scale and enhanced overall program performance.
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