Despite clear evidence of the organizational interdependence between production, quality, and safety, quality and safety typically are managed separately by most organizations. This report examines evidence for possible interactive effects between quality and hazard management programs in place at a small manufacturing firm. The primary aim is to evaluate the occurrence and nature of such interaction. With development of a highly successful quality management program by the firm, concomitant improvements in its level of both quality and safety performance have occurred over the past decade. This pattern, coupled with subjective responses from both managers and workers employed by the firm, suggests that quality and safety management programs may mutually benefit one another, which supports the concept of an integrated management approach to both programs.
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