Human_Factorsgdddddddddddddddddddddggdggdg

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© 2004 Superfactory™. All Rights Reserved.
Human Factors
Superfactory Excellence Program™
www.superfactory.com

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 The presentations and files may be customized to satisfy the customer’s application.
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 Current contact information can be found at: www.superfactory.com

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Outline
1. Ergonomics
2. Knowledge Management
3. Rewards & Recognition
4. Safety & Health
5. Effective Teams
6. Conducting Effective Meetings

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Ergonomics

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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

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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).

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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.

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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

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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.

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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

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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.

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HAZARD PREVENTION & CONTROL
CONTINUED
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.

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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.

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INTERVENTION DESIGN
CONSIDERATIONS
1) Task, Job and Workplace Factors
2) Employee Factors
3) Process / Human Interface
4) Management and Supervision Styles

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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

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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

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RISK FACTORS CONTINUED
HUMAN FACTORS
- Static body postures
- Body size & strength
- Body movements
- Workload
- Handling methods
- Employee condition & motivation

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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.

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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.

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Knowledge Management

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 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)
Why Knowledge Management?
Knowledge is fast becoming a
primary factor of production (e.g.,
Handy, 1989, 1994; Peter, 1993; Drucker, 1992)
Knowledge is: Knowledge results in:
Conclusion
 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)
Source: Theseus International
Management Institute, February 2000

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“Knowledge management is leveraging
relevant intellectual assets to enhance
organizational performance.”
What is knowledge management?
Stankosky, 2002
What is Knowledge Management

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•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
KM Pays Off—True KM Implementation and Results

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LEADERSHIP ORGANIZATION TECHNOLOGY LEARNING
People Processes Technology
Infrastructure Management and Maintenance
Business
Strategy
Implementation /
Operational Plans
• Business Process /
Best Practices
• Capabilities
• Environmental
Influences
• Value Added
Baldanza, 1999
Input
Process
Output
Efficiency Effectiveness
KM Starts
with the
Business
Strategy

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 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%
Barriers to Knowledge Management Success
Earnst & Young KM International Survey, 1996
(431 senior executive responses)
Results From International Survey:

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Key Elements to Engineering
a KM System
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

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SYSTEMS
THINKING
SYSTEMS
ANALYSIS
SYSTEMS
MANAGEMENT
SYSTEMS
ENGINEERING /
BPR
INFORMATION
SYSTEMS
ENGINEERING
AND
MANAGEMENT
KNOWLEDGE
MANAGEMENT
ENGINEERING
THE ENTERPRISE
INTEGRATIVE MANAGEMENT / ENGINEERING
KNOWLEDGE MANAGEMENT INFRASTRUCTURE
SYSTEMS APPROACH
INPUT PROCESS OUTPUT
Knowledge Management Engineering - Overview

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INPUTS PROCESS OUTPUTS
FEEDBACK
Stankosky 2001
FEEDBACK
Knowledge Engineering, Integration, and Management
Enhanced
organizational
performance
 Efficiency
 Effectiveness
 Innovation
Enhanced
organizational
performance
 Efficiency
 Effectiveness
 Innovation
Integrative Management
 Management  Plans  Systems Approach  Teams
 Methods and Standards  Information Systems  Enterprise
Assess  Design  Plan  Implement
Integrative Management
 Management  Plans  Systems Approach  Teams
 Methods and Standards  Information Systems  Enterprise
 Assure  Generation
 Codification  Transfer  Use
Codification Personalization
KM Technologies
• Collaborative
• Distributive
• Codified
Organization
Formal Informal
Functions
Processes
Intellectual Assets
(Operational)
 Assure  Generation
 Codification  Transfer  Use
KM Technologies
• Collaborative
• Distributive
• Codified
Organization
Formal Informal
KM Technologies
• Collaborative
• Distributive
• Codified
KM Technologies
• Collaborative
• Distributive
• Codified
Organization
Formal Informal
Organization
Organization
Formal Informal
Formal
Formal Informal
Informal
Functions
Processes
Functions
Processes
Intellectual Assets
(Operational)
Intellectual Assets
(Operational)

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 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.
Summary
If taking a true systems approach, a knowledge management
system will enhance efficiency, effectiveness, and innovation
through leveraging its enterprise’s intellectual assets.

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Rewards & Recognition

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Seven steps for a rewards and recognition system
1. Develop a rewards and recognition strategy.
• Starting with the organization’s priorities 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.

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2. Review your formal awards.
• You may need to make adjustments to the awards
programs you already have to ensure they support your
strategic objectives.

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3. 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.

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4. 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.

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5. 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.

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6. 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.

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7. Market the program.
• Bring attention to your activities, not only within your
organization, but also to other departments and
external agencies and associations.

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Safety & Health

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Why Worry about Safety?
 Why do you need to be concerned about safety?
Hu
rt
DOL
EPA
$$$$
Lost
time
W
C Pain!
Loss

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Why Worry: Common Reasons
 Getting hurt isn’t fun!!!

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Not All Pain is Gain
Nobody likes getting hurt. Healthy employees are more
productive employees.

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 Cost of Accidents

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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

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Cost of Accidents:
The Iceberg Effect
On average, the indirect costs of
accidents exceed the direct
costs by a 4:1 ratio

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 Cost of Accidents
 Legal Issues and Liability

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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

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 Because of personal liability, and you can be named as a
defendant in a lawsuit
 Working for a company does not protect you.

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 You can have criminal charges
filed against you.
 Negligent supervisors and
employers have been
charged with
manslaughter

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 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

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 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

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 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.

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So how do you protect yourself?
????????

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Understanding Accident Causes
 Accidents are caused by:
 Unsafe acts
 Unsafe conditions

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Accident Causes
 Unsafe Conditions
 Easiest to correct (and very cost effective)
 Easiest to prevent
 Safety audits
 Safety inspections
 Maintenance schedules for equipment
 Encouraging employee reporting
 Good housekeeping

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Accident Causes
 Unsafe Acts
 Most difficult to address
 Changing behavior isn’t easy
 Best prevented by developing a “safety culture”

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Safety Cultures
 Establish accountability for safety
 Define safety responsibilities

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Establishing Accountability:
Performance Evaluations
 Employees should be evaluated on their safety performance
 Doing a job correctly includes doing it safely
 Job description revisions may include generic job
descriptions with:
 “Must follow all general and safety policies and
procedures as established by the department,
college/division, and university.”

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Establishing Accountability
 Charge back systems
 Safety goals
 Accident costs
 Equipment damage
 Lost time
 Accident rates
 First aid #s
 Workers comp #s
 Loss ratios (including automobile rates)
 Safety Activities
 Safety meetings, inspections, using PPE

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Defining Responsibilities
 Employee responsibilities include:
 Recognizing safety hazards
 Reporting safety hazards
 Maintaining good housekeeping
 Working safely
 Using personal protective equipment (PPE)
 Making the most of safety training

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 Employer responsibilities include:
 Providing access to information
 Haz Com - MSDSs, written program
 Bloodborne Pathogens – written program
 Lab Safety – chemical hygiene plan

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 Employer responsibilities (cont.)
 Providing personal protective equipment
 From OSHA 1910.132: “Protective equipment, including personal protective
equipment for eyes, face, head, and extremities, protective clothing, respiratory
devices, and protective shields and barriers, shall be provided, used, and
maintained in a sanitary and reliable condition wherever it is necessary by reason
of hazards of processes or environment, chemical hazards, radiological hazards, or
mechanical irritants encountered in a manner capable of causing injury or
impairment in the function of any part of the body through absorption, inhalation
or physical contact.”

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 Providing training
 Hazard Communications
 Annual & within first 30 days of employment, also when new hazards
are introduced
 Quarterly safety training (required by state)
 Special programs
 Laboratory
 Bloodborne pathogens
 Respirators
 Forklifts

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 OSHA General Duty Clause: “Each employer
 Has the general duty to furnish each employee with employment and places
of employment free from recognized hazards causing or likely to cause
death or serious physical harm.
 The specific duty of complying with safety and health standards promulgated
under the act.”

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So what does all this mean?
 It means that safety is everybody’s business. From the
moral aspect to the legal aspect, we all benefit from a safe
work environment.

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Effective Teams

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Your Organization Can Benefit from Teams
 Team output usually exceeds individual output.
 Complex problems can be solved more effectively.
 Creative ideas usually are stimulated in the presence of other
individuals who have the same focus, passion, and excitement.
 Teams both appreciate and take advantage of diversity.
 Support arises among team members.

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The Importance of Creating High
Performance Teams
 Characteristics of High Performing
Teams
 Small Size
 Complimentary Skills
 Common Purpose
 Specific Goals
 Mutual Accountability

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The Five Stages of
Team Development
 Forming
 Storming
 Norming
 Performing
 Adjourning

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Variations in Productivity and Morale during
Team Development

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Adapting Leadership Style to Facilitate Team
Development
 Provide Direction – focus is on the task; getting the job done
 Identifying purpose, setting rules, identifying goals and
performance standards
 Provide Support - focus is on inter-relationships;
how the team works together
 Developing harmony, cohesion,
participation and listening, praising

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Adapting Leadership Style to Facilitate
Team Development
 Structuring
 Resolving
 Collaborating
 Validating

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Leadership Style

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Leadership Style and Team Development

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Some hints to get through these stages
 Forming:
 Be clear on your purpose and problem
 Agree on ground rules for meetings and behaviours
 Set goals and timetables, assign tasks
 Storming:
 Encourage different points of view about the project
 Break down the project into small parts and seek
small successes

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Some hints to get through these stages
 Norming:
 Move from being directive to being supportive
 Challenge the group to analyze and resolve personal
disagreements
 Stick to your goals and timetables
 Performing:
 Encourage everyone in the team to be equal
members
 Have lots of regular communication

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Transforming Existing Work Groups into High Performing
Teams
 Assessing and Solving Problems to Team Effectiveness
 Lateness and absenteeism at meetings, negative gossip, not helping
others
 Problem Awareness: Determining Symptoms of
Ineffective Teams
 Over Dependency on the Leader
 Unrealized Decisions
 Hidden Conflicts
 Fighting without Resolution
 Subgroups

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Transforming Existing Work Groups into High Performing
Teams
 Problem Identification
 Weak Sense of Direction
 Infighting
 Shirking of Responsibilities
 Lack of Trust
 Critical Skills Gaps
 Lack of External Support

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Team Discussion
 Using previous information and other personal sources
(i.e. your brain), create a specific strategy you might
use to overcome the following group problem:
 One member of the team is not putting in their share of the work and
is missing meetings

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Conducting Effective Meetings

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 Preparing for the Meeting
 Set Objectives – problems to solve, issues to
address, decisions to be made
 Select Participants
 Set a Time and Place
 Plan the Agenda
 Distribute the Agenda and Relevant Materials in
Advance
 Consult with Participants
Before the Meeting

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 Conducting the Meeting
 Begin the Meeting with the Agenda
 Establish Specific Time Parameters
 Control the Discussion
 Use Problem Solving Techniques
 Encourage and Support
Participation by All
Members

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 Conducting the Meeting
 Encourage the Clash of Ideas, but
Discourage the Clash of Personalities
 Exhibit Effective Listening Skills
 Reach a Consensus
 End the Meeting by
Clarifying What
Happens Next

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 Follow Up after the Meeting
 Spend the Last Five Minutes Debriefing the
Meeting Process.
 The Best Time to Share Your Reactions to
the Meeting Is Right After It Has Ended
 Brief Memo Summarizing
Discussions, Decisions, and Commitments
(minutes)

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