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 Job Descriptions Job Specifications Work Design Job Design Job Enlargement Job Rotation Job Enrichment Job Analysis and Work Design

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

4. The Japanese managers I trained boiled it down to 4 Kaizen Atarimae Hinshitsu Kansei Miryokuteki Hinshitsu I came up with 14 Points 11 Deadly Sins

5. Quality Improvement "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.)" W. Edwards Deming (1900 to 1993)

6. Quality Improvement "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." BFF Watever

7. Quality Improvement Deming teaches Japanese industry to rebuild after America destroys their industry in WWII 1950s 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 "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." Total Quality Management

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 A TQM practice that emphasizes an ongoing effort to improve both the productivity and the quality within an organization. Continuous Improvement

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 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. Pareto ChartFishbone Diagram

14. Quality Improvement Total Quality Management Continuous Improvement Value Analysis / Value Engineering Case Study – p. 84 Green Book Pareto ChartFishbone Diagram 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 Job Analysis Job Descriptions Job Specifications Work Design Job Design Job Enlargement Job Rotation Job Enrichment 1 2

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

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

18. Human Factors Watch Read

19. Human Factors Ergonomics Safety Engineering Preventive Maintenance “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 Ergonomics Norman

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

21. Human Factors Ergonomics Safety Engineering Preventive Maintenance “… 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 Safety Engineering Norman

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

23. Human Factors Ergonomics Safety Engineering Preventive Maintenance … is a proactive, systematic approach to equipment and tool maintenance at all levels of an organization. Preventive Maintenance Norman “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 Vs.

25. Human Factors Ergonomics Safety Engineering Preventive Maintenance Safety recordsOSHA Regulations 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