Newman S. Lanier UNCW - Instructional Technology Summer I 2008 Dr. Florence Martin

1. Newman S. Lanier UNCW - Instructional Technology Summer I 2008 Dr. Florence Martin MIT 503 – Human Performance Technology

2. Quality Improvement • Total Quality Management • Continuous Improvement • Value Analysis / Value Engineering • Human Factors • Ergonomics • Safety Engineering • Preventive Maintenance Job Analysis and Work Design • Job Analysis • Job Descriptions • Job Specifications • Work Design • Job Design • Job Enlargement • Job Rotation • Job Enrichment

3. Quality Improvement • Total Quality Management • Continuous Improvement • Value Analysis / Value Engineering • Human Factors • Ergonomics • Safety Engineering • Preventive Maintenance 1 2 • Job Analysis • Job Descriptions • Job Specifications • Work Design • Job Design • Job Enlargement • Job Rotation • Job Enrichment

4. I came up with • 14 Points • 11 Deadly Sins • The Japanese managers I trained boiled it down to 4 • Kaizen • AtarimaeHinshitsu • Kansei • MiryokutekiHinshitsu

5. Quality Improvement W. Edwards Deming (1900 to 1993) "What is a system? A system is a network of interdependent components that work together to try to accomplish the aim of the system. A system must have an aim. Without an aim, there is no system. The aim of the system must be clear to everyone in the system. The aim must include plans for the future. The aim is a value judgment. (We are of course talking here about a man-made system.)"

6. Quality Improvement Watever BFF "A system must be managed. It will not manage itself. Left to themselves in the Western world, components become selfish, competitive. We can not afford the destructive effect of competition."

7. Quality Improvement 1950s Deming teaches Japanese industry to rebuild after America destroys their industry in WWII America doesn’t listen to Deming 1980s Toyota and Sony take over the worldwide manufacturing. American consumers choose Toyota Camrys over Ford LTDs. 2000s = We all do it “The Toyota Way”

8. Quality Improvement • Total Quality Management • Continuous Improvement • Value Analysis / Value Engineering Deming Total Quality Management "TQM is a management approach for an organization, centered on quality, based on the participation of all its members and aiming at long-term success through customer satisfaction, and benefits to all members of the organization and to society."

9. Quality Improvement • Total Quality Management • Continuous Improvement • Value Analysis / Value Engineering Deming Total Quality Management Vs.

10. Quality Improvement • Total Quality Management • Continuous Improvement • Value Analysis / Value Engineering Deming Continuous Improvement A TQM practice that emphasizes an ongoing effort to improve both the productivity and the quality within an organization.

11. Quality Improvement • Total Quality Management • Continuous Improvement • Value Analysis / Value Engineering Deming Value Analysis / Value Engineering “Value analysis is a systematic effort to improve upon cost and/or performance of products (services), either purchased or produced. It examines the materials, processes, information systems, and the flow of materials involved.” (http://thequalityportal.com/articles/value.htm)

12. Quality Improvement • Total Quality Management • Continuous Improvement • Value Analysis / Value Engineering Deming Value Analysis / Value Engineering

13. Quality Improvement • Total Quality Management • Continuous Improvement • Value Analysis / Value Engineering Fishbone Diagram Pareto Chart Case Study – p. 84 Green Book Problem: Appointment times missed. Patients complain. Everyone blames someone else. Intervention: TQM team use Pareto chart, fishbone diagram, and other techniques to study the problem Result: TQM team recommends: Appointment schedulers need more information about appointments (from Nurses) and training. Clinic managers and physicians need an attitude adjustment.

14. Quality Improvement • Total Quality Management • Continuous Improvement • Value Analysis / Value Engineering Fishbone Diagram Pareto Chart Case Study – p. 84 Green Book Benefits or advantages? Limitations or disadvantages?

15. Quality Improvement • Total Quality Management • Continuous Improvement • Value Analysis / Value Engineering • Human Factors • Ergonomics • Safety Engineering • Preventive Maintenance 1 2 • Job Analysis • Job Descriptions • Job Specifications • Work Design • Job Design • Job Enlargement • Job Rotation • Job Enrichment

16. لى ننسى الخاص بك في خطر (Forget me at your peril!)

17. Human Factors Donald Norman (1935 - ) Knowing how people will use something is essential.

18. Human Factors Watch Read

19. Human Factors • Ergonomics • Safety Engineering • Preventive Maintenance Ergonomics Norman “Ergonomics involves the study and design of workstations, work places, workflow, equipment, and tools to accommodate the physical and psychological capabilities and limitations of employees.” Van Tiem

20. Human Factors • Ergonomics • Safety Engineering • Preventive Maintenance Ergonomics Norman Vs.

21. Human Factors • Ergonomics • Safety Engineering • Preventive Maintenance Norman Safety Engineering “… is a planned process to reduce the symptoms and costs of poor safety and health and make the work environment safer and healthier for employees.” Van Tiem

22. Human Factors • Ergonomics • Safety Engineering • Preventive Maintenance Norman Safety Engineering Vs.

23. Human Factors • Ergonomics • Safety Engineering • Preventive Maintenance Norman Preventive Maintenance … is a proactive, systematic approach to equipment and tool maintenance at all levels of an organization. “If it ain’t broke, don’t fix it… go ahead and change the oil anyway.

24. Human Factors • Ergonomics • Safety Engineering • Preventive Maintenance Norman Preventive Maintenance Vs.

25. Human Factors • Ergonomics • Safety Engineering • Preventive Maintenance OSHA Regulations Safety records Case Study – p. 109 Blue Book Problem: Injuries and Accidents cost Ford Motor Co $333,000,000.00 Intervention: GRASP (Guidelines, Responsibilities, And Safe Practices) program to communicate human factors policy. Result: A safe work environment is everyone’s responsibility (employer, employee, and organization) – GRASP provides a successful outline and framework for workplace safety.

26. Quality Improvement • Total Quality Management • Continuous Improvement • Value Analysis / Value Engineering • Human Factors • Ergonomics • Safety Engineering • Preventive Maintenance Questions and Reflections?

27. Newman S. Lanier UNCW - Instructional Technology Summer I 2008 Dr. Florence Martin MIT 503 – Human Performance Technology