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Human – Organisation Interface: Enabler for the Improvement of Management Systems’ Performance

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

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Human – Organisation Interface: Enabler for the Improvement of Management Systems’ Performance

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  1. 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: smejias@uclv.edu.cu

  2. The Human Factors and Ergonomics Society (HFES, 1990) named the human-organisation interface technology (HSIT) as its unique and universal technology For the design/redesign of the interface between humans and system components Using principles, guidelines, specifications, methods and tools Ergonomists apply HSIT To achieve safety, health, comfort and systems implementation including productivity and quality, the final goal is to improve the quality of working conditions

  3. 5 components of the HSIT (Hendrick, 2008) Human - organization interface technology or macroergonomics Macro focus Human – job interface technology or workdesign ergonomics Human – software interface technology or cognitive ergonomics Human – environment interface technology or environmental ergonomics Human - machine interface technology or hardware ergonomics Transition Micro focus

  4. HSIT for the design of a system, product or environmental design can be used in different applications since every socio-technical system involves the human-system interface which considers the human capabilities, limitations and competences.

  5. HSITapplications have shown the need to take into account the following considerations (Hendrick, 2008): (1) Technology Unique Approach Scientific Discipline = + Ergonomics Profession Country or region in the world (2) Common sense ≠ Ergonomics • Cost-benefit of 1 to 10 • Recovery periods of 6 to 24 months • 1 % design budget Management approval Credibility Ergonomic Programmes

  6. HSITapplications have shown the need to take into account the following considerations (Hendrick, 2008): (3) Better satisfaction Decreased conflict and absenteeism Better productivity and relationships with the employees Improved Corporate Image Improved Community relationships Ergonomic improvements in the organisation Positive financial impact

  7. HSITapplications have shown the need to take into account the following considerations (Hendrick, 2008): (4) Macroergonomics Methodology Participatory Ergonomics effective Programmes of Participatory Ergonomics (5) Application of Macroergonomics Procedures High usability Safe product Effective system ensure human centred

  8. HSITapplications have shown the need to take into account the following considerations (Hendrick, 2008): (6) Effective Macroergonomics Interventions Implementation of Management Systems ORGANISATION

  9. Consultancy procedure with a Macroergonomics focus

  10. Antecedents

  11. Key advantages and disadvantages of traditional microergonomics tools

  12. 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).

  13. Scientific and practical references Availability of resources, capabilities and limitations Social construction of the project Ergonomic design Operational model Ergonomic analysis Cost-benefit analysis Definition of priority project Strategic Focus Ergonomics requirement General Model proposed by Vidal (1998) Ergonomics solution Productuse Production Problems

  14. 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.

  15. 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.

  16. Mejias Herrera (2003)

  17. 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.

  18. 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 Stage 6 Feedback and control Guarantees the cyclical maintenance of improvements Intervention What to do? and How to do it? Continuous improvement System General design for the consultancy procedure with a macroergonomics focus (Mejias Herrera, 2003)

  19. DEFINITION OF THE ERGONOMIC REQUIREMENT STRATEGIC FORMULATION OF ERGONOMIC ACTIONS IMPLEMENTATION AND EVALUATION OF THE STRATEGIES FOR ERGONOMIC ACTIONS FEEDBACK AND CONTROL 6. Tracking and setting of periodic controls. 1. Definition of requirements of different nature and definition of ergonomic needs. 2. Dissemination of results 3.Design of the Intervention Programme 4. Implementation of the Intervention Programme 5. Control of the Intervention Programme Initial definition of external and internal requirements . Preparation, dissemination and discussion of results . Determination of the fulfilment of the Programme objectives. Choice of intervention strategy Characteristics of the initial situation Integration of the requirements above into one ergonomic requirement Characteristics of the content and direction of the intervention process Application of the anticipated activities Chose the area of study . Evaluation of the quality of the Programme Effect or impact generated Analysis of work systems Analysis of the working system with emphasis on Ergonomic Work Analysis Design of the intervention programme Quality criteria Includes: Theoretical Model or Conceptual representation of the Programme Analysis of the work system with emphasis in the implementation within the systems INTERVENTION Analysis of results CONTINUOUS IMPROVEMENT SYSTEM General design for the consultancy procedure with a macroergonomics focus (Mejias Herrera, 2003)

  20. Some applications of the Consultancy Procedure

  21. 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 Acquire detailed and complete knowledge of the chosen area for each job role 1. Diagnose HRM 2. Study the characteristics of the change processed carried out previously. 3. Analysis of work systems Analysis of the working system with emphasis on Ergonomic Work Analysis • Ergonomics: • Description • Observation and detailed interviews • Definition of other ergonomics risk factors 3. Evaluate the level of current working conditions and employees’ expectations Chose research line or analysis to follow Analysis of the work system with emphasis in the implementation within the systems 4. Apply specific techniques (Job role study, Ergonomics and other study areas) 4. Analysis of results • Stage 1 details of the consultancy procedure with emphasis on Ergonomic Work Analysis DEFINITION OF THE ERGONOMIC REQUIREMENT Mejias Herrera (2003)

  22. Case study results: “Production of vitroplants”

  23. 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 Process definition and representation Chose the area of study 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 Analysis of the work system with emphasis in the implementation within the systems 3. Analysis of work systems Process performance evaluation Determination of the competences process Analysis of the working system with emphasis on Ergonomic Work Analysis Chose research line or analysis to follow Definition of the process management indicators 4. Analysis of results • Stage 1 details of the consultancy procedure with emphasis on Process Analysis Mejias Herrera (2003)

  24. Case study results: “Telecommunications Services”

  25. Consultancy procedure with a macroergonomics focus Efficient Change Management in the Organisation Macroergonomics Interventions Constructive Interventions in Processes Consultancy 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

  26. Consultancy procedure with a macroergonomics focus Efficient Change Management in the Organisation Macroergonomics Interventions Constructive Interventions in Processes Consultancy in Processes + TECHNICAL ASPECTS 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 Optimises the implementation of work systems

  27. Quality Management Systems Innovation Systems Information Systems HRM Systems Production Systems Macroergonomics Focus to Optimise Work Systems

  28. Conclusions • 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 • 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 • 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 • The application of the macroergonomics focus enables the improvement of management systems’ performance

  29. Dr Sandra Haydeé Mejias Herrera Department of Industrial Engineering, UCLV, Cuba email: smejias@uclv.edu.cu

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