Download Consultancy procedure with a Macroergonomics

Human – Organisation Interface: Enabler for the
Improvement of Management Systems’
Performance
Agenda:
• Human Factors / Ergonomics Technology
• Consultancy procedure with a macroergonomics focus
Dr Sandra Haydeé Mejias Herrera
Department of Industrial Engineering, UCLV, Cuba
email: [email protected]
1
The Human Factors and Ergonomics Society (HFES, 1990)
named the human-organisation interface technology (HSIT)
as its unique and universal technology
Ergonomists
apply HSIT
For the
design/redesign of
the interface
between humans
and system
components
Using principles,
guidelines,
specifications,
methods and
tools
To achieve safety, health, comfort and systems
implementation including productivity and quality, the
final goal is to improve the quality of working conditions
2
5 components of the HSIT (Hendrick, 2008)
Macro
focus
Transition
Human - organization interface technology or
macroergonomics
Human – job interface technology or
design ergonomics
work
Human – software interface technology or
cognitive ergonomics
Micro
focus
Human – environment interface technology or
environmental ergonomics
Human - machine interface technology or
hardware ergonomics
3
HSIT for the design of a system, product or environmental
design can be used in different applications since every sociotechnical system involves the human-system interface which
considers the human capabilities, limitations and competences.
4
HSIT applications have shown the need to take into account the
following considerations (Hendrick, 2008):
(1)
Ergonomics
=
Profession
+
Scientific
Discipline
Technology
Unique Approach
Country or
region in the
world
(2)
Ergonomics
≠
Common
sense
•Cost-benefit of 1 to 10
Ergonomic
Programmes
•Recovery periods of 6 to
24 months
•1 % design budget
Management
approval
Credibility
5
HSIT applications have shown the need to take into account the
following considerations (Hendrick, 2008):
(3)
Better satisfaction
Decreased conflict and absenteeism
Ergonomic
improvements in
the organisation
Better productivity and relationships with
the employees
Improved Corporate Image
Improved Community relationships
Positive financial impact
6
HSIT applications have shown the need to take into account the
following considerations (Hendrick, 2008):
(4)
Macroergonomics
Participatory
Ergonomics
Methodology
effective
Programmes of Participatory
Ergonomics
(5)
Application of
Macroergonomics
Procedures
High usability
ensure
Safe product
Effective system
human centred
7
HSIT applications have shown the need to take into account the
following considerations (Hendrick, 2008):
(6)
Effective
Macroergonomics
Interventions
ORGANISATION
Implementation of
Management
Systems
8
Consultancy procedure with a
Macroergonomics focus
9
Antecedents
10
Key advantages and disadvantages of traditional microergonomics tools
Tools
(after INSHT,
1978-1991)
LEST
RENAULT
FAGOR
ANACT
EWA
Key Advantages
Basic reference for other methods.
Consideration of professional risk factors relating to health and safety conditions, given its
priority, of previous actions before the application of this method.
Difusion of existing knowledge needed for the study of working conditions.
Basis for the development of Development Programmes on working conditions.
Set the indicators of the working conditions in the organisation.
Theoretical justification of the evaluated elements of the methods.
Can be adapted to analyse other characteristics.
Comparison and prioritisation of solutions to optimise one or more job designs.
Applicable to work in progress projects.
Feedback after implementing improvements.
Considers factors such as safety and job design which are not considered by other methods.
Key Disadvantages
Lack of applicability
Lack of adaptability
(except RENAULT
ANACT)
and
Active inclusion of the medical service in the organisation.
Focuses on knowing the working environment which can cause health effects.
It is an example of the adaptation of other methods to the specific needs of a particular spatial and
temporal context.
Base for building other tools.
Multi-disciplinary and participatory approach.
Systemic analysis guidelines need to be adapted to each situation.
Can be used to improve the working conditions in the organisation.
Starts with a global view of the organisation and continues with a detailed analysis of a given job
role.
Improvement proposals are based on negotiations of possible actions by participants.
Lack
of
participation
(except ANACT)
Microergonomics focus
Set from an ergonomics point of view.
Open method with the possibility to add or take out items.
Compares different ob roles and control of implemented improvements.
11
The need to define conceptual models to figure out
procedures for Macroergonomics interventions
A conceptual model should show a set of structured and
interrelated concepts with a systemic perspective to establish
the proposed macroergonomics procedure to obtain solutions
for increasing well-being and productivity based on continuous
improvement (Mejias Herrera, 2003).
12
General Model proposed by Vidal (1998)
Ergonomics
solution
Solución
Ergonómica
Referencias
Scientific
andcientíficas
practical y
prácticas
references
Disponibilidad de recursos,
Availability of resources,
capacidades y limitaciones
capabilities and limitations
Social construction
Construcción
Social of
del
Proyecto
the
project
Ergonomic
design
Diseño
Ergonómico
Uso deluse
Producto
Product
Análisis
Ergonómico
Ergonomic
analysis
Operational
model
Modelo
operativo
Análisis
Costo analysis
Beneficio
Cost-benefit
Strategic Focus
Orientaciones
Estratégicas
Definición
del
Definition
ofproyecto
priority
prioritario
project
Demanda
Ergonómica
Ergonomics
requirement
Problemas
de Producción
Production
Problems
13
Bases for building the conceptual model
(Mejias Herrera, 2003)
1. It avoids errors such as proposing changes without a systemic
approach.
2. It is not limited to the Macroergonomics focus.
3.The future projection and adequate management system designed
for ergonomic programmes should increase its effectiveness.
14
Bases for building the conceptual model
(Mejias Herrera, 2003)
4. Self-development of the organisation.
5. Dialectic approach to express a continuous improvement
process.
6. Sets, organises and manages the organisation based on
processes and analyses each sub-process in detail, those that
could improve the efficiency and performance level of the
organisation’s Human Capital.
15
SOCIAL
ENVIRONMENT
EXTERNAL
ERGONOMIC
Requirements
Actions
REQUIREMENT
Strategic
focus
INTERNAL
Product use
problems
Analysis of the
working system and
its processes
OPERATIVE
MODEL
BUILDING
POSIBILITIES
Management of solution alternatives
Production or
service
problems
Basic configuration
Actions
Conception of
ergonomic
solutions
Ideal design of results
BASIC
PROJECT
Management
SPECIFICATIONS
Implementation of
Ergonomic
solutions
Adapted solutions to
the user’s organisation
FEEDBACK
EXECUTIVE
PROJECT
EXTERNAL
CONSULTANCY
INTERVENTION TEAM
CONTINUOUS PROCESS OF CHANGE, REVISION AND ADJUSTMENT
STRATEGIC CONTEXT
ERGONOMIC MODEL
DECISION
GROUP
PLATFORM FOR THE CONTINUOUS PARTICIPATION AND
CONTRIBUTION OF SPECIALISTS’ COMPETENCES
NEGOTIATION PROCESS AND JOINT AGREEMENT
COGNITIVE
PHILOSOPHIC
BASES
STRUCTURAL
CULTURALES
ORGANISATION
Mejias Herrera (2003)
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The need to adapt the conceptual model to a consultancy
procedure
Reasons
Modern organisations and researchers are facing a
period of transformation which is evident in their
increased use of consultants for intervention in different
areas . This is due to the many problems faced by
managers, who know that they need to “do something”
but they do not know exactly “what” and “how” to do it,
looking for solutions with the help of consultants.
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General design for the consultancy procedure with a
macroergonomics focus (Mejias Herrera, 2003)
Why?
Definition of the object of study
and the problem (s)
Stage 1
Definition of the ergonomic
requirements
Stages 2 and 3
Strategic formulation of
ergonomic actions
Stages 4 and 5
Implementation and
evaluation of the strategies
for ergonomic actions
Intervention
What to do?
and
How to do it?
Continuous improvement System
Stage 6
Feedback and
control
Guarantees the
cyclical
maintenance of
improvements
18
General design for the consultancy procedure with a
macroergonomics focus (Mejias Herrera, 2003)
DEFINITION OF THE ERGONOMIC
REQUIREMENT
1. Definition of requirements of different
nature and definition of ergonomic needs.
Initial definition of external and internal
requirements
.
Integration of the requirements above
into one ergonomic requirement
Chose the area
of study
.
Analysis of
work systems
Analysis of the
working system
with emphasis on
Ergonomic Work
Analysis
Analysis of the
work system with
emphasis in the
implementation
within the
systems
STRATEGIC FORMULATION OF
ERGONOMIC ACTIONS
2. Dissemination
of results
Preparation,
dissemination
and discussion
of results
.
IMPLEMENTATION AND EVALUATION
OF THE STRATEGIES FOR
ERGONOMIC ACTIONS
3.Design of the
Intervention
Programme
Choice
intervention
strategy
4. Implementation of
the Intervention
Programme
of
Characteristics of
the
initial
situation
Characteristics of
the content and
direction of the
intervention
process
Application of the
anticipated
activities
Design of
intervention
programme
Effect or impact
generated
the
5. Control of the
Intervention
Programme
FEEDBACK AND
CONTROL
6. Tracking and
setting of periodic
controls.
Determination
of the fulfilment
of
the
Programme
objectives.
Evaluation of
the quality of
the
Programme
Quality criteria
Includes: Theoretical
Model or Conceptual
representation of the
Programme
INTERVENTION
Analysis of results
CONTINUOUS IMPROVEMENT
SYSTEM
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Some applications of the Consultancy Procedure
Application
I
Intervention
Adapt some elements of the work organisation.
Ergonomic redesign
Direction of the Intervention Process
Under the main criteria of the “intervention team” and
“external consultant”
Under the criteria of the “intervention team” and “external
consultant”
II
Set up of ergonomic teams
III
Aspects of work organisation that constitute psychosocial risk
factors
Ergonomic redesign
Participatory Ergonomics
Under the criteria of the “intervention team”
IV
Definition of the process manual
Procedure for the identification and development of
competences profile
Procedure for the competences evaluation
Under the criteria of the “intervention team” and “external
consultant”
20
Stage 1 details of the consultancy procedure with emphasis on
Ergonomic Work Analysis
DEFINITION OF THE ERGONOMIC REQUIREMENT
Stage 1. Definition of requirements and ergonomic needs
1. Initial definition of external and internal requirements
2. Integration of the requirements above into one ergonomic requirement
Chose the
area of study
3. Analysis of
work systems
1. Diagnose HRM
2. Study the characteristics of the
change processed carried out
previously.
Analysis of the
working system with
emphasis on
Ergonomic Work
Analysis
Analysis of the
work system with
emphasis in the
implementation
within the systems
4. Analysis of results
Acquire detailed and
complete knowledge
of the chosen area
for each job role
Chose research line
or analysis to follow
3. Evaluate the level of
current working conditions
and employees’ expectations
4. Apply specific techniques
(Job role study, Ergonomics
and other study areas)
Ergonomics:
•Description
•Observation
and detailed
interviews
Definition of
other
ergonomics
risk factors
21
Mejias Herrera (2003)
Case study results: “Production of vitroplants”
100
80
60
Real
Expectativas
%
The Biotechnological Institute of Plants researches and
produces vitroplants for national consumption and for export.
The bio-factory has 34 employees and it is leading at national
level due to its research results. However, in spite of the showing
the best in the country’s productivity result, utilisation of
production capacity was not good.
Which are the defined ergonomic requirements?
To improve the quality of working conditions and the
productivity level of the operations in the cabins of laminar
fluid.
What was the response derived from the ergonomic
programme?
The activities were planned in the intervention programme,
including actions that allowed workers:
•To know the productive process developing different training
courses and improving the relationships with management and
participation in the decision making, such as the Redesign of he
working system.
•To know the different consequences of repetitive and
monotonous tasks, establishing and adequate design of breaks
during the working day.
At the same time, a manual to evaluate the working conditions
in the production area was designed. Additionally, the
performance evaluation system was also designed. And the
design of the cabins was improved in order to comply with
ergonomics principles.
The aspects above affected the quality of working conditions,
which made them perform poorly under the expectation of the
employees (See Figure).
40
20
0
1
2
3
4
5
6
7
8
9 10 11 12 13 14 15 16 17 18
Variables
Benefits: The results when finalising the first intervention
programme are shown in the Table below:
Groups
Efficiency
Indices
Efficiency of intervention index
Efficiency of number of
employees index
Efficacy
Effectiveness
Results
83 %
trained
100 %
Improvement of the quality of working
conditions index
95 %
Index of Participatory management in
ergonomic activities by the ergonomic
team
66 %
Improvement of productivity index
20 %
Conclusion: The set of micro and macro ergonomic activities
plus technical measures considered during the intervention
show the increased quality of working conditions together with
increased productivity results.
22
Stage 1 details of the consultancy procedure with
emphasis on Process Analysis
DEFINITION OF THE ERGONOMIC REQUIREMENT
Stage 1. Definition of requirements and ergonomic needs
1. Initial definition of external and internal requirements
2. Integration of the requirements above into one ergonomic requirement
Chose the area of
study
3. Analysis of work
systems
Analysis of the
work system with
emphasis in the
implementation
within the
systems
Analysis of the
working system
with emphasis on
Ergonomic Work
Analysis
Process definition and
representation
Acquire detailed and
complete knowledge
of the chosen area
for each job role
Design of the quality cycle, the map
and routing of the chosen process
Process performance evaluation
Chose research line
or analysis to follow
Determination of the competences
process
Definition of the process management
indicators
4. Analysis of results
Mejias Herrera (2003)
23
Case study results: “Telecommunications Services”
The organisation is leader in telecommunication services whose
current expansion and modernisation of its technology, products
and services have lead to continuous changes in its
organisational processes. The chosen process contributes to
60% of the total revenue, it is the area with highest customer
contact and has 391 employees.
Which are the defined ergonomic requirements?
•Non-existent HRM System based on the analysis and design of
processes and job roles.
•Lack of Quality Management System with a process focus.
What was the response derived from the ergonomic
programme?
To design and implement the process manual in order to
determine the activities according with the capacity and skills of
the employees and their needs of information both internal and
external to the organisation. Also, it was needed to ellaborate
the competences profiles of the job roles and to ealuate the
process competences. All these activities used Participatory
Ergonomics which motivated and involved all employees.
The intervention programme solved problems such as: to know
the requirements of the employees to carry out a job role within
a process, to solve the delays in providing the services, to
decrease customer complaints and to systematically evaluate the
management of processes to achieve higher levels of efficiency.
Benefits:
The first measurement was carried out after three months,
showing the following findings:
Indices
Before the
intervention
After the intervention
(3 months)
-
90 %
7 to 90 %
91 to 95 %
Index of OTIF
delivery to the
customer
90 %
93 %
Customer
satisfaction index
89 %
Efficiency of
intervention
Competences of
the employees
91 %
Conclusion:
The developed actions showed how a process design considering
both the technical and human factors aspects, it is possible
improve the competences of the employees and the competences
of the processes at the end of the intervention.
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Consultancy procedure with a macroergonomics focus
Efficient Change Management in the Organisation
Macroergonomics
Interventions
Consultancy in Processes
Constructive
Interventions in
Processes
• The consultant is a facilitator in the change management processes
•Integration of the process-based focus and the macroergonomics focus
•Equal consideration to both internal and external customers
•Active participation of the customer in the intervention process
• Transfer of the competences to the customer for a better management of
its processes
25
Consultancy procedure with a macroergonomics focus
Efficient Change Management in the Organisation
Macroergonomics
Interventions
Consultancy in Processes
TECHNICAL
ASPECTS
+
Constructive
Interventions in
Processes
HUMAN
ASPECTS
Improves the performance of the human capital and the quality of the working conditions
Possibility of implementing other systems of Management Systems in the Organisation
26
Optimises the implementation of work systems
Quality Management Systems
Innovation Systems
HRM Systems
Information
Systems
Production
Systems
Macroergonomics Focus to Optimise Work
Systems
27
Conclusions
1.
The technology of human Factors, i.e. Ergonomics, has evolved through
research carried out by Ergonomists, researchers and academics, with
the main objectives of optimising work systems and improving the
quality of working conditions
2.
The conceptual model for the development of a consultancy procedure
with a systemic approach relates both the micro and macroergonomics
analysis and generates an Ergonomic Intervention Programme based on
the needs of the organisation
3.
The procedure that derives from the conceptual model includes technical
and human aspects in the work systems giving equal importance to both
internal and external customers of the organisation
4.
The application of the macroergonomics focus enables the improvement
of management systems’ performance
28
Dr Sandra Haydeé Mejias Herrera
Department of Industrial Engineering, UCLV, Cuba
email: [email protected]
29