NR-17-ERGONOMIA-PARTE_EN.pdf

Transcript

1. NR - 17 ERGONOMICS
2. DIFFERENT TYPES OF APPROACHES TO ERGONOMICS AS FOR SCOPE Workstation Ergonomics Ergonomics of Production Systems NR - 17 Ergonomics MACROERGONOMIC APPROACH
3. AS FOR THE CONTRIBUTION DIFFERENT TYPES OF APPROACHES TO ERGONOMICS Design ergonomics: Design standards and specifications Correction ergonomics: Modifications to existing situations Physical arrangement ergonomics: Improvement of production sequences and flows Awareness ergonomics: Training in ergonomics NR - 17 Ergonomics
4. AS FOR INTERDISCIPLINARITY DIFFERENT TYPES OF APPROACHES TO ERGONOMICS Engineering: INSURANCE Design: PRODUCT DESIGN AND PROJECT METHODOLOGY Psychology: STAFF TRAINING AND MOTIVATION Medicine and nursing: PREVENTION OF ACCIDENTS AND WORK- RELATED DISEASES Administration: ORGANIZATIONAL PROJECTS AND H.R. MANAGEMENT PROJECT A N D PRODUCTION Ergonomically NR - 17 Ergonomics
5. CHARACTERIZATION OF ERGONOMICS Macroscopic approach Macro ergonomics Activity-Oriented Ergonomics French Field Analysis MODELO Human Factors Standard type of American and English Ergonomics Industrial and organizational psychology Sociology of work Gestures instead of muscle movement Communication instead of listening AREA OF ACTIVITY Formal and serious sciences Anatomy, Physiology and Psychology INTERFACE Human-Machine System Physical Workload Human-Computer Interaction Mental Workload FOCUS Characteristics and limits of the human being (laboratory) Ergonomic standards Processes prevail over structures Work analysis (Intrinsic analysis of activity) Organization in general Technical and social systems Cultural and ideological aspects Man-Task System Human-Environment Interface NR - 17 Ergonomics
6. CONCEPT Research developed and applied at the interface of technology - organization/machines or work system design, seeking to achieve total harmony between the work system and the focus on micro and macroergonomic levels. MACROERGONOMIA NR - 17 Ergonomics
7. MACROERGONOMIA HUMAN ENGINEERING Focused on the design of specific jobs, human-machine interfaces, including controls, panels, space layout and work environments. FIRST GENERA TION NR - 17 Ergonomics
8. COGNITIVE ERGONOMICS It begins with an emphasis on the cognitive nature of work. This arose as a result of technological innovations and, in particular, the development of automated and computerized systems. MACROERGONOMIA SECOND GENERATION NR - 17 Ergonomics
9. THIRD GENERATION Resulting from the progressive increase in automation of systems in factories and offices, the emergence of robotics MACROERGONOMIA Realization that it was possible to do work in micro ergonomics, designing the components of a system, but failing with regard to the system as a whole, due to lack of knowledge of the macro ergonomic level NR - 17 Ergonomics
10. COMPRISES FOUR STEPS GENERAL STRUCTURE OF MACROERGONOMICS 1. Initial survey of the company's technology needs organization. 2. Design of an organizational structure and an intervention appropriate. 3. Implementation of the process 4. Measurement and evaluation of organizational effectiveness NR - 17 Ergonomics
11. PARTICIPA TORY ERGONOMICS “It consists of the workers themselves being involved in the implementation of ergonomic knowledge and procedures in their workstations” (Noro (1998) The premise is that workers know their workstations better than anyone else and that this knowledge allows them to develop a greater understanding and approach to their work NR - 17 Ergonomics
12. MANAGEMENT APPROACHES THA T ENCOURAGE WORKER PARTICIPA TION PARALLEL ENGAGEMENT WORK ENGAGEMENT HIGH ENGAGEMENT NR - 17 Ergonomics
13. PARALLEL INVOL VEMENT Workers are asked to visualize and solve problems and produce ideas that will influence the operation of the organizational system. EXAMPLES: CCQ; QVT PROGRAMS; SUGGESTION REWARD PLANS NR - 17 Ergonomics
14. WORK INVOL VEMENT They focus the project on improving job performance. EXAMPLES: WORK ENRICHMENT SEMI- AUTONOMOUS GROUPS this motivates the NR - 17 Ergonomics
15. HIGH INVOL VEMENT It was built on what was learned from previous approaches. High involvement suggests an organization in which people at lower levels feel a sense of involvement, not just in how well they do their jobs or how effectively their groups function, but in terms of the performance of the organization as a whole. NR - 17 Ergonomics
16. DISCREDIT OF THE DIFFUSION OF ERGONOMICS ACCORDING TO H. HENDRICK (1996) 1. Exposure of people or organizations to poor ergonomics, the so-called “voodoo ergonomics”, practiced by people without adequate qualifications. 2. Because everyone is an operator and operates systems every day, it is naively assumed that the factors humans are just a matter of “common sense”. 3. The hope of convincing senior management of organizations about the potential of ergonomics, simply because it is the right thing to do. 4. Perhaps the most important reason is that ergonomists do little work documenting and publicizing ergonomic cost/benefit, and should start to publicize that good ergonomics is good economy. NR - 17 Ergonomics
17. Most ergonomic interventions offer a common ground for collaboration between employees and management, and both can invariably benefit, whether in terms of cost reductions and increased productivity or in terms of improved quality of life at work. When deciding to opt for an ergonomic intervention, companies should be aware that they are not incurring or incorporating new expenses, expenditures, or costs, but rather opting for investments and investments in optimizing productive resources. NR - 17 Ergonomics ERGONOMICS
18. What is observed is that the implementation and development of an ergonomic program often encounters difficulties in its implementation, resulting from several factors that can be channeled either in the organizational culture, in the implementation methodology or in the justification of its costs. PROBLEM: Need to measure costs related to ergonomic problems and resources when demanding the implementation of an ergonomic action NR - 17 Ergonomics ERGONOMICS
19. HOW TO CALCULATE NR - 17 Ergonomics What about lost time, first aid expenses, damage to assets and raw materials, or new investments in training to replace workers in the event of a workplace accident? How much is a non-ergonomic problem costing the company? How much would it cost to solve it? What are the benefits of resolving problems related to poor ergonomics? And how can we predict the losses from the wear and tear of a company negatively exposed by the media? Considering the wide range of issues, it's worth asking: will the benefits outweigh the costs? ERGONOMICS
20. NR - 17 Ergonomics It's prudent to obtain the best cost-benefit ratio. It's also important to ensure that the cost of these improvements is as low as possible. The priority is to strive to justify the cost of ergonomic (health and safety) improvements. ERGONOMICS
21. Handling the cost/benefit technique; Developing the cost of ergonomic improvements THE development do benefit of improvements ergonomic. NR - 17 Ergonomics JUSTIFICA TION OF EGONOMIC IMPROVEMENTS
22. COST/BENEFIT ANAL YSIS COST REDUCTION BENEFITS LIMITED WHEN NEEDS INTANGIBLE BENEFITS QUANTIFY It is the predominant way, among others, to justify the expenses with changes proposed by ergonomics. COSTS PERFORMANCE IMPROVEMENT A N D NR - 17 Ergonomics
23. REDUCE OVERTIME COSTS (REPLACEMENT WORKERS); INSURANCE COSTS AND/OR COMPENSATION COSTS RELATED TO ACCIDENTS OR INJURIES; LEGAL ACTIONS; IMPROVE THE QUALITY AND QUANTITY OF PRODUCTION, PROVIDE ADDITIONAL TRAINING; 4 5 3 2 1 COST REDUCTION NR - 17 Ergonomics
24. EASY TO MEASURE GAINS DIFFICULT TO MEASURE GAINS Increased productivity and quality; Reduced waste; Savings on energy, labor, and maintenance Reduction do absenteeism due occupational accidents and diseases a NR - 17 Ergonomics BENEFITS
25. NR - 17 Ergonomics BENEFITS WORKER SATISFACTION; COMFORT; REDUCED TURNOVER; INCREASED WORKER MOTIVATION
26. EASY TO MEASURE GAINS DIFFICULT TO MEASURE GAINS Increased productivity and quality; Reduced waste; Savings on energy, labor, and maintenance Reduction do absenteeism due occupational accidents and diseases a NR - 17 Ergonomics BENEFITS
27. BENEFITS The top 10 causes of occupational injuries and illnesses in the U.S. accounted for 86 percent of the $38.7 billion paid in compensation in 1998. When the indirect costs generated by these accidents are added to the $38.7 billion in direct costs, the resulting savings could total approximately $125-155 billion. (Liberty Mutual Research Center, 2002)
28. CAUSES OF ACCIDENTS Injuries caused by excessive lifting, pulling, throwing, holding heavy objects for a long time Falls Injuries resulting from awkward postures and slips, loss of balance without falling Falls from a lower level (ladder or over railings) Objects falling on the worker Repetitive movements Accidents on the way to work Injuries due to shocks, collisions with heavy equipment Crushing by machinery or equipment Contact with extreme temperatures that result in thermal shock and burns (ice, heat) All causes of accidents 25,57% 1.146% 935% 933% 894% 610% 546% 492% 418% 92% 100,00% % OF DIRECT COSTS FOR WORKERS' COMPENSATION IN 1998 $9.8 billion $4.4 billion $3.6 billion $3.6 billion $3.4 billion $2.3 billion $2.1 billion $1.9 billion $1.6 billion $3.0 billion $38.7 billion NATIONAL DIRECT COST ESTIMATE FOR WORKERS' COMPENSATION DIRECT COSTS GENERATED BY THE 10 MAIN CAUSES OF OCCUPATIONAL ACCIDENTS AND ILLNESSES IN THE USA - 1998
29. Whatever you do, do it well! Whatever you do, work at it with all your heart, as working for the Lord, not for people. Colossians 3:23 Security, trust it, not luck.