PL EN


Preferencje help
Widoczny [Schowaj] Abstrakt
Liczba wyników
Tytuł artykułu

Macroergonomic Analysis and Design for Improved Safety and Quality Performance

Autorzy
Treść / Zawartość
Identyfikatory
Warianty tytułu
Języki publikacji
EN
Abstrakty
EN
Macroergonomics, which emerged historically after sociotechnical systems theory, quality management, and ergonomics, is presented as the basis for a needed integrative methodology. A macroergonomics methodology was presented in some detail to demonstrate how aspects of microergonomics, total quality management (TQM), and sociotechnical systems (STS) can be triangulated in a common approach, in the context of this methodology, quality and safety were presented as 2 of several important performance criteria. To demonstrate aspects of the methodology, 2 case studies were summarized with safety and quality performance results where available. The first case manipulated both personnel and technical factors to achieve a "safety culture" at a nuclear site. The concept of safety culture is defined in INSAG-4 (International Atomic Energy Agency, 1991). as "that assembly of characteristics and attitudes in organizations and individuals which establishes that, as an overriding priority, nuclear plant safety issues receive the attention warranted by their significance." The second case described a tire manufacturing intervention to improve quality (as defined by Sink and Tuttle, 1989) through joint consideration of technical and social factors. It was suggested that macroergonomics can yield greater performance than can be achieved through ergonomic intervention alone. Whereas case studies help to make the case, more rigorous formative and summative research is needed to refine and validate the proposed methodology respectively.
Słowa kluczowe
Rocznik
Strony
217--245
Opis fizyczny
Bibliogr. 21 poz., rys., tab.
Twórcy
  • Virginia Polytechnic Institute and State University, USA
Bibliografia
  • [1] Blanco, M., & Duggar, M. (1998). Macroergonomics class. Unpublished technical report, Virginia Tech, Blacksburg, VA.
  • [2] Chapanis, A. (1965). Man-machine engineering. Belmont, CA: Wadsworth.
  • [3] Clegg, C., Ravden, S., Corbertt, M., & Johnson, S. (1989). Allocating functions in computer integrated manufacturing: A review and new method. Behavior and Information Technology, 8, 175-190.
  • [4] Davis, L.E. (1982). Organization design. In G. Salvendy (Ed.), Handbook of industrial engineering (pp. 2.1.1-2.1.29). New York: Wiley.
  • [5] Deming, W.E. (1986). Out of the crisis. Cambridge, MA: Massachusetts Institute of Technology, Center for Advanced Engineering Study.
  • [6] Emery, F.E., & Trist, E.L. (1965). The causal nature of organizational environments. Human Relations, 18, 21-32.
  • [7] Emery, F.E., & Trist, E.L. (1978). Analytical model for sociotechnical systems. In W.A. Pasmore & J.J. Sherwood (Eds.), Sociotechnical systems: A sourcebook (pp. 120-133). LaJolla, CA: University Associates.
  • [8] Feigenbaum, A.V. (1961). Total quality control. New York: McGraw-Hill.
  • [9] Groesbeck, R., Sienknecht, T., & Merida, O. (1998). Macroergonomics class. Unpublished technical report, Virginia Tech, Blacksburg, VA.
  • [10] Hendrick, H.W. (1997). Good ergonomics is good economics. Santa Monica, CA: Human Factors and Ergonomics Society.
  • [11] Hendrick, H.W., & Kleiner, B.M. (in press). Macroergonomics: An introduction to work system design. Santa Monica, CA: Human Factors and Ergonomics Society.
  • [12] International Atomic Energy Agency. (1991). Safety culture (International Nuclear Safety Advisory Group, Safety Series No. 75-INSAG-4). Vienna: Author.
  • [13] Kleiner, B.M. (1996). Macroergonomics lessons learned from large scale change efforts industry, government, and academia. In O. Brown & H.W. Hendrick (Eds.), Human factors in organizational design and management, (pp. 483-488). Amsterdam: North-Holland.
  • [14] Kleiner, B.M. (1997). An integrative framework for measuring and evaluating information management performance. International Journal of Computers and Industrial Engineering, 32(3), 545-555.
  • [15] Kleiner, B.M. (1998). Macroergonomic directions in function allocation. In O. Brown, Jr. & H.W. Hendrick (Eds.), Human factors in organizational design and management-VI (pp. 635-640). Amsterdam: Elsevier.
  • [16] Kleiner, B.M., & Drury, C.G. (in press). Large scale regional economic development: Macroergonomics in theory and practice. Human Factors and Ergonomics in Manufacturing.
  • [17] Kleiner, B.M., & Hertweck, B. (1996). By which method? Total quality management, reengineering or deengineering. Engineering Management Journal, 8(2), 13-18.
  • [18] Pasmore, W.A. (1988). Designing effective organizations: The sociotechnical systems perspective. New York: Wiley.
  • [19] Sink, D.S., & Tuttle, T.C. (1989). Planning and measurement in your organization of the future. Norcross, GA: Industrial Engineering and Management Press.
  • [20] Taylor, J.C., & Felton, D.F. (1993). Performance by design. Englewood Cliffs, NJ: Prentice-Hall.
  • [21] Walton, M. (1986). The Deming management method. New York: Putnam Publishing Group.
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-83ebe712-250d-4ed8-9fae-4528c5f4740e
JavaScript jest wyłączony w Twojej przeglądarce internetowej. Włącz go, a następnie odśwież stronę, aby móc w pełni z niej korzystać.