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Ergonomics Oriented to Processes Becomes a Tool for Continuous Improvement

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Warianty tytułu
Języki publikacji
EN
Abstrakty
EN
A holistic view is essential for qu a lity initiatives such as Total Quality Management (TQM), Standard No. ISO 9001:1994 (International Organization for Standardization [ISO], 1994), Concurrent Engineering, Business Reengineering, and Business Process Improvement. The challenge is knowing how to transition from this theoretical concept to implementation. The relationship between quality interest and an ergonomics program will be the focus of this discussion. An ergonomics oriented improvement program includes (a) ergonomics or fittin g the jo b to the person; (b) integration of operations management, safety engineering, medical management, and employees as coowners of the process; (c) the emphasis of ergonomic precepts in the engineering of new processes and improvement of curre nt processes; and (d) the emphasis of employees tak in g responsibility for their own well being and the improvement of their work environment. The parallel between the continuous improvement process delineated by the quality-system requirements in Standard No. ISO 9001:1994 (ISO, 1994) and the improvement contributions of ergonomics are very revealing (Getty, Abbott, & Getty, 1995). It is the con tentio n of this ap proach that if the precepts of ergonomics were applied to the work environment, it would sup po rt the objective of world class quality and productivity, resulting in improved global competitiveness of businesses.
Rocznik
Strony
161--194
Opis fizyczny
Bibliogr. 20 poz., rys., tab., wykr.
Twórcy
autor
  • Lockheed Martin Tactical Aircraft Systems, USA
autor
  • University of North Texas, USA
Bibliografia
  • [1] Alexander, D.C. (1986). The practice and management of industrial ergonomics. Englewood Cliffs, NJ: Prentice-Hall.
  • [2] Armistead, C.G. (1985). Design of service operations. In C. Voss, C. Armistead, R. Johnston, & B. Morris (Eds.), Operations management in service industries and the public sector (pp. 51-80). New York: Wiley.
  • [3] Cohen, J.A., Beck, L.T., & Getty, R.L. (1997). Gaining customer trust sans government standards. In American Society for Quality Control Quality Congress Transactions (pp. 470-477). Milwaukee, WI: American Society for Quality Control.
  • [4] Conti, T. (1993). Building total quality: A guide for management. New York: Chapman & Hall.
  • [5] Crosby, P.B. (1979). Quality is free. New York: McGraw-Hill.
  • [6] Edosomwan, J.A. (1989). Integrating innovation and technology management. New York: Wiley.
  • [7] Garrigou, A. (1991). The role of the ergonomist in the case of workers’ participation in the design of complex industrial installations. In Y. Quéinnec & F. Daniellou (Eds.) Proceedings of the 11th Congress of International Ergonomic Association, Paris, France, 1991 (pp. 1685-1687). London: Taylor & Francis.
  • [8] Getty, R.L. (1992). Clearing the fog of continuous improvement. Manage, 44, 30-33.
  • [9] Getty, R.L. (1994). Physical demands of work are the common reference for an integrated ergonomics program. In Proceedings of 38th Human Factors and Ergonomics Society Annual Meeting (pp. 683-687). Santa Monica, CA: Human Factors and Ergonomics Society.
  • [10] Getty, R.L. (1996). Cost justification of ergonomics improvements. In O. Brown & H.W. Hendrick (Eds.), Human factors in organizational design and management-V (pp. 417-422). Amsterdam: Elsevier Science.
  • [11] Getty, R.L., Abbott, W.L., & Getty, J.M. (1995). ISO 9000 methodology enhances ergonomics effort: Ergonomics becomes a tool for continuous improvement. In American Society for Quality Control Quality Congress Transactions (pp. 904-913). Milwaukee, WI: American Society for Quality Control.
  • [12] Getty, R.L., & Aust, R.B. (1997). Human interaction in the manufacturing design proces (SAE Technical Paper 975650). Warrendale, PA: Society of Automotive Engineers (SAE) Publications.
  • [13] Getty, R.L., & Cohen, J.A. (1997). Ergonomics oriented to processes becomes a tool for continuous improvement. In P. Seppälä, T. Luopajärvi, C.-H. Nygård, & M. Mattila (Eds.), Proceedings of the 13th Triennial Congress of the International Ergonomics Association, Tampere, Finland, 1997 (Vol. 1, pp. 180-182). Helsinki, Finland: Finnish Institute of Occupational Health.
  • [14] Getty, R.L., & Getty, J.M. (1994). Significance of approaching participatory ergonomics from the macroergonomics perspective: A continuous improvement process. In F. Agahazadeh (Ed.), Advances in industrial ergonomics and safety-VI (pp. 181-187). London: Taylor & Francis.
  • [15] Imada, A.S. (1991), The rationale and tools of participatory ergonomics. In K. Noro & A. Imada (Eds.), Participatory ergonomics (pp. 30-49). London: Taylor & Francis.
  • [16] International Organization for Standardization. (1994). Quality Systems-Model for quality assurance in design, development, production, installation and servicing (Standard No. ISO 9001:1994). Geneva, Switzerland: Author.
  • [17] Kroemer, H.E., Kroemer, H.B., & Kroemer-Elbert, K.E. (1994). Ergonomics-How to design for ease and efficiency. Englewood Cliffs, NJ: Prentice-Hall.
  • [18] Steele, L.W. (1989). Managing technology. New York: McGraw-Hill.
  • [19] Stephanou, S.E., & Spiegl, F. (1992). The manufacturing challenge: From concepts to production. New York: Van Nostrand Reinhold.
  • [20] Womack, J.P., Jones, D.T., & Roos, D. (1990). The machine that changed the world. New York: Rawson Associates.
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-6b4e4dcb-32d2-4a28-90d4-257c3d0992c7
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