Human Factors in Management Sir. Eng. R. L. Nkumbwa ™ www.nkumbwa.weebly.com

WHAT IS ERGONOMICS? - It is the practice of arranging the environment to fit the person working in it. - Ergonomic principles help reduce the risk of potential injuries from : * Overuse of muscles * Bad Posture * Repetitive motion - Objective of ergonomics is to accommodate workers through the design of: * Tasks * Controls * Tools * Work stations * Displays * Lighting & equipment © 2010 Nkumbwa™. All Rights Reserved.

WHY IS THERE A CONCERN? - Recognition that risks exist within the workplace, both in the factory and office areas. - Commitment to providing a “Clean, Safe and Attractive” work environment for employees. - Benefits from Safety improvements create the same for Productivity and Quality of product. - Regulatory requirements (OSHA). © 2010 Nkumbwa™. All Rights Reserved.

WHAT MAKES AN EFFECTIVE PROGRAM? - Management commitment and employee involvement are essential. - Management can provide: * Resources ( Time, people, financial ) * Managing & motivating forces behind effort - Employees can provide: * Intimate knowledge of the jobs performed * Identification of existing & potential hazards - Together they provide the solutions to the issues. © 2010 Nkumbwa™. All Rights Reserved.

RELATED DISORDERS/INJURIES - Musculo-skeletal system of the body is affected. - Illnesses affect the structure of the body: * Muscles * Nerves * Tendons * Joints * Ligaments * Bones * Supporting body tissue - Injuries are disorders of the: * Back * Neck * Upper/lower extremities * Shoulders * Strains, sprains, tissue inflammation & dislocation © 2010 Nkumbwa™. All Rights Reserved.

DISORDERS/INJURIES CONTINUED Cumulative Trauma Disorders - Can affect nearly all tissues, nerves, tendons & muscles. - Upper extremities most affected. - Develop gradually from repeated forceful actions. Carpal Tunnel Syndrome - Affects the hands and wrists. - Develops due to repeated or forceful manual tasks. Back Disorders - Pulled or strained muscles, ligaments, tendons & disks. - Most disorders result from long term injury. - Excessive or repetitive twisting, bending or lifting. © 2010 Nkumbwa™. All Rights Reserved.

CAUSES & CONTRIBUTING FACTORS SHORT TERM INJURIES/Acute exposures: - Identifiable accident or trauma caused injury LONG TERM INJURIES/Chronic exposures - Problems builds over time, no specific accident source UNSAFE CONDITIONS UNSAFE ACTIONS - Weight of object - Improper lifting/lowering - Size & shape - Twisting with a load - Height of work - Excessive reaching - Housekeeping - Lifting beyond capacity © 2010 Nkumbwa™. All Rights Reserved.

HAZARD PREVENTION & CONTROL ENGINEERING CONTROLS - Eliminate the task or unnecessary movement. - Reduce weights of loads, increase handling capacity of equipment. - Workspace modifications. - Use handles or “easy grip” surfaces. - Investigate quality problems that may cause stresses. - Lift properly, keeping loads close to body. - Logical, convenient controls and displays. © 2010 Nkumbwa™. All Rights Reserved.

HAZARD PREVENTION & CONTROLCONTINUED ADMINISTRATIVE & PROCESS CONTROLS - Work rest or break scheduling. - Training in proper lifting techniques & ergonomics. - Job orientation, training and follow up. - Rotation between high & low stress tasks. - Housekeeping. - Video study and evaluation of job tasks. - Use of effective job safety analysis program. - Enforcement of existing procedures. © 2010 Nkumbwa™. All Rights Reserved.

ERGONOMIC MODIFICATION PROCESS 1) Identify existing or potential problems - Analyze injury data - Interview staff & employees - Observe work activity - Conduct initial ergonomic evaluation 2) Identify & evaluate risk factors involved. 3) Review data, info. with Management and employees. 4) Design & implement corrective measures. 5) Monitor & evaluate effectiveness of corrective measures. © 2010 Nkumbwa™. All Rights Reserved.

RISK FACTORS WORK ENVIROMENT - Temperature & humidity - Air velocity - Lighting & glare - Noise levels Work Station - Working heights - Reaching, awkward postures - Workplace & workpiece access - Furniture, floor surfaces © 2010 Nkumbwa™. All Rights Reserved.

RISK FACTORS CONTINUED TOOLS & EQUIPMENT - Vibration - Hand posture, grip & grasp - Hand pressure & forces - Tool design, condition & maintenance - Controls & displays (layout, function) MATERIALS & CONTAINERS - Lifting/Lowering - Twisting/turning - Pushing/pulling - Grip & grasp - Repetitive motions - Size, weight, handles, edges © 2010 Nkumbwa™. All Rights Reserved.

RISK FACTORS CONTINUED HUMAN FACTORS - Static body postures - Body size & strength - Body movements - Workload - Handling methods - Employee condition & motivation © 2010 Nkumbwa™. All Rights Reserved.

WORK PRACTICE CONTROLS The key elements of an effective work practice program are: - Instruction in proper work techniques. - Employee training & conditioning. - Regular monitoring. - Feedback. - Adjustments. - Modification. - Maintenance. © 2010 Nkumbwa™. All Rights Reserved.

WORK AT WORKING SAFELY Awareness of ergonomics and the causes of related disorders is critical in prevention efforts: - Cooperate with employer in making related design changes in the workplace. - Be aware of signs & symptoms indicating a possible problem or injury caused by poor workplace design. - Participate in hazard controls initiated by employer. - Be aware of job-specific techniques used to alleviate ergonomic issues. - Follow doctor’s instructions, if under treatment. © 2010 Nkumbwa™. All Rights Reserved.

The cutting edge of organizational success (Nonaka, 1991) • The engine transforming global economies (Bell, 1973, 1978) • Leading us toward a new type of work with new types of workers (Blackler, Reed and Whitaker, 1993) • The element that will lead to the demise of private enterprise capitalism (Heilbruner, 1976) • The sum total of value-added in an enterprise (Peters, 1993) • The “mobile and heterogeneous [resource that will end the] hegemony of financial capital [and allow employees to] seize power” (Sveiby & Lloyd, 1987) • The “learning organization” (Mayo & Lank, 1995) • The “brain-based organization” (Harari, 1994) • Intellectual capital” (Stewart, 1994) • “Learning partnerships” (Lorange, 1995) • Obsolete capitalists economies and radically different societies (Drucker, 1993) Knowledge is fast becoming a primary factor of production(e.g., Handy, 1989, 1994; Peter, 1993; Drucker, 1992) Why Knowledge Management? Knowledge results in: Knowledge is: Conclusion © 2010 Nkumbwa™. All Rights Reserved. Source: Theseus International Management Institute, February 2000

What is knowledge management? “Knowledge management is leveraging relevant intellectual assets to enhance organizational performance.” Stankosky, 2002 What is Knowledge Management © 2010 Nkumbwa™. All Rights Reserved.

KM Pays Off—True KM Implementation and Results • Dow Chemical: $100m • Silicon Graphics: $2.8m • Texas Instruments: $500m (cost avoidance) • Computer Sciences Corp: $5.8b • Chevron: $150m • Cemex: (average delivery time 20 minutes) • Ford: 3 month reduction in cycle time • Cisco: One hour virtual financial close © 2010 Nkumbwa™. All Rights Reserved.

Process Efficiency Effectiveness Input Output Business Strategy Implementation / Operational Plans Business Drivers Enterprise Enabling • Value Added • Business Process / Best Practices • Environmental Influences • Capabilities Processes Technology People Infrastructure Management and Maintenance LEADERSHIP ORGANIZATION TECHNOLOGY LEARNING KM Starts with the Business Strategy © 2010 Nkumbwa™. All Rights Reserved. Baldanza, 1999

Barriers to Knowledge Management Success Results From International Survey: • Organizational Culture 80% • Lack of Ownership 64% • Info/Comms Technology 55% • Non-Standardized Processes 53% • Organizational Structure 54% • Top Management Commitment 46% • Rewards / Recognition 46% • Individual vice Team Emphasis 45% • Staff Turnover 30% Earnst & Young KM International Survey, 1996 (431 senior executive responses) © 2010 Nkumbwa™. All Rights Reserved.

Theory: A formulation of apparent relationships or underlying principles of certain observed phenomena which has been verified to some degree. Webster’s New World Dictionary Key Elements to Engineering a KM System © 2010 Nkumbwa™. All Rights Reserved.

SYSTEMS APPROACH INPUT PROCESS OUTPUT INFORMATION SYSTEMS ENGINEERING AND MANAGEMENT SYSTEMS ENGINEERING / BPR KNOWLEDGE MANAGEMENT ENGINEERING SYSTEMS THINKING SYSTEMS ANALYSIS SYSTEMS MANAGEMENT THE ENTERPRISE INTEGRATIVE MANAGEMENT / ENGINEERING KNOWLEDGE MANAGEMENT INFRASTRUCTURE Knowledge Management Engineering - Overview © 2010 Nkumbwa™. All Rights Reserved.

Summary • Embodies a theory for knowledge management, with validated key elements as design inputs • Enterprise-wide approach in the design of a knowledge management system • Systems’ perspective throughout the various phases of system design • Integrates both integrative management and systems engineering disciplines into a single construct to ensure successful design, implementation, and management of a knowledge management system. If taking a true systems approach, a knowledge management system will enhance efficiency, effectiveness, and innovation through leveraging its enterprise’s intellectual assets. © 2010 Nkumbwa™. All Rights Reserved.

Rewards & Recognition Seven steps for a rewards and recognition system • Develop a rewards and recognition strategy. • Starting with the organization’spriorities and values, determine the behaviors you want to recognize (these are your strategic objectives) and the strategic initiatives you may need to take within each facet of your pride and recognition program. © 2010 Nkumbwa™. All Rights Reserved.

Rewards & Recognition Seven steps for a rewards and recognition system • Review your formal awards. • You may need to make adjustments to the awards programs you already have to ensure they support your strategic objectives. © 2010 Nkumbwa™. All Rights Reserved.

Rewards & Recognition Seven steps for a rewards and recognition system • Align your informal awards. • Your informal awards also need to reinforce your overall directions and values. The key here is to customize your informal awards to fit your culture and employees. © 2010 Nkumbwa™. All Rights Reserved.

Rewards & Recognition Seven steps for a rewards and recognition system • Determine the reinforcing day-to-day managerial behaviors. • What we are looking at here is ‘walking the talk’. The management team at all levels needs to be aware of how their day-to-day decisions and actions affect employees’ behavior. Organizational health surveys and other feedback mechanisms may assist managers in gaining this understanding and in making adjustments where required. © 2010 Nkumbwa™. All Rights Reserved.

Rewards & Recognition Seven steps for a rewards and recognition system • Align other management systems. • Consider whether other systems such as performance management, training, resource allocation and staffing support your pride and recognition strategy and program. © 2010 Nkumbwa™. All Rights Reserved.

Rewards & Recognition Seven steps for a rewards and recognition system • Establish a feedback system. • An on-going approach to monitoring and improving the program will ensure it continues to promote the changing culture and directions of your organization. You might consider integrating reward and recognition indicators with financial and other performance measures. © 2010 Nkumbwa™. All Rights Reserved.

Rewards & Recognition Seven steps for a rewards and recognition system • Market the program. • Bring attention to your activities, not only within your organization, but also to other departments and external agencies and associations. © 2010 Nkumbwa™. All Rights Reserved.

Cost of Accidents • Direct Costs • Medical Costs (including worker’s comp) • Indemnity Payments • Indirect costs • Time Lost (by worker and supervisor) • Schedule delays • Training new employees • Cleanup time / equipment repairs • Legal fees © 2010 Nkumbwa™. All Rights Reserved.

Legal Issues and Liability • As a result of safety violations: • You can be named in a law suit • Criminal charges may be filed against you • You can be cited by an enforcement agency • You can be fined by an enforcement agency • Your lab/workplace can be shut down by an enforcement agency © 2010 Nkumbwa™. All Rights Reserved.

Legal Issues and Liability • You can be cited by an enforcement agency • State Department of Labor (DOL) • DOL is currently inspecting departments on campus • EPA • They’ve already been here, and they’re coming back! • Federal OSHA has authority to get involved • GM plant in OKC © 2010 Nkumbwa™. All Rights Reserved.

Legal Issues and Liability • You can be fined by an enforcement agency • State DOL will issue citations first • EPA will levy fines… • Boston University was fined $750,000 in 1997 • Brown University was fined $500,000 in 2000 • University of Hawaii was fined $1.7 million in December © 2010 Nkumbwa™. All Rights Reserved.

Legal Issues and Liability • Cease and desist orders: if the violations are serious enough, agencies such as DOL, OSHA, and the EPA can (and will) shut down the job site until the problems are corrected. © 2010 Nkumbwa™. All Rights Reserved.

Human Factors in Management Sir. Eng. R. L. Nkumbwa ™ www.nkumbwa.weebly.com