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Published in Gerhard Plenert, Driving the Enterprise to Sustainable Excellence, 2021
Assessment criteria – The Shingo assessment methodology is being embraced by organizations all over the world, without barrier to industry or geography. We have seen involvement expand far beyond its manufacturing roots into health care, government, and financial services. There are three levels of recognition in place to encourage organizations to engage and utilize the Shingo Model™ as early as possible in their cultural transformation. Organizations can be awarded the Shingo Prize, Shingo Silver Medallion, and Shingo Bronze Medallion. A third-party, non-biased assessment of your organization can provide a benchmark and eye-opening feedback that will accelerate your cultural transformation. The Shingo Prize is awarded to organizations that demonstrate a culture where principles of operational excellence are deeply embedded into the thinking and behavior of all leaders, managers, and associates. Performance is measured both in terms of business results and the degree to which business, management, improvement, and work systems are driving appropriate and ideal behavior at all levels.
The SSAT Paradigm as an Effective Activity Design Guide for Efficient Human Performance in Organizations
Published in Gregory Z. Bedny, Inna S. Bedny, Applied and Systemic-Structural Activity Theory, 2019
The study above has shown that the object-practical activity of the rock drilling activity is determined by the genesis and content of the miners' mind. In this respect, the functional efficiency and effectiveness of the drilling activity could be increased by identifying performance enhancing strategies that are based on mechanisms of activity self-regulation. Such strategies are used by workers to facilitate the social collaboration between them and the technology they use in order to enhance their productivities. Identification of such performance must require an understanding of the interrelationship of internal and external activities, which stands to determine the miners' practical-external activity and the corresponding external tools that they need to enhance their mental activities toward developing successful performance enhancing strategies in the drilling activity. Such understanding of performance enhancing strategies could be integrated in the design of efficient and effective work systems and/or technology.
Using Systemic Approach to Identify Performance Enhancing Strategies of Rock Drilling Activity in Deep Mines
Published in Kay M. Stanney, Kelly S. Hale, Advances in Cognitive Engineering and Neuroergonomics, 2012
Mohammed-Aminu Sanda, Jan Johansson, Bo Johansson, Lena Abrahamsson
The results and the corresponding discussion in sections four and five above have shown that the object-practical activity of the rock drilling activity in the deep mines is determined by the genesis and content of the miners’ mind. In this respect, therefore, we conclude that the functional efficiency and effectiveness of the production drilling activity in future automated and digitized deep mines could be increased by identifying performance enhancing strategies that are used by workers to facilitate the social collaboration between them and the technology they use in order to their productivities. Identification of such performance must require an understanding of the interrelationship of internal and external activity which stands to determine the miners’ practical-external activity and the corresponding external tools that they need to enhance their mental activities towards developing successful performance enhancing strategies in the rock drilling activity. By implication, understanding derived from such performance enhancing strategies could be integrated in the design of efficient and effective work systems and/or technology.
Addressing Human and Organizational Factors in Nuclear Industry Modernization: A Sociotechnically Based Strategic Framework
Published in Nuclear Technology, 2023
Marvin Dainoff, Lawrence Hettinger, Lewis Hanes, Jeffrey Joe
It is assumed that the modernization of NPPs will require an advanced concept of operations involving an integrated set of tightly coupled systems in which all stakeholders act in a coordinated manner. For this modernization effort to be enabled, we developed a human and organizational factors approach based on a broad sociotechnical framework. Starting from core human factors principles, we conducted a literature review of the methods and approaches relevant to the modernization problem. These included core disciplines such as CSE, STAMP, human systems integration, resilience engineering, and macroergonomics but also related topics of safety culture and organizational change. From this literature, we developed a conceptual framework centered around the work system with its four interacting components: people, technology, process, and governance. In an effective work system, these four components are jointly optimized according to three systems criteria: efficiency, effectiveness, and safety. System failure may result from excessive emphasis on any one criterion. The actual work of attaining joint optimization in a given work system can be accomplished by utilizing three high-level functions: knowledge elicitation, knowledge representation, and cross-functional integration. We illustrated the utility of this approach by applying it to practical problems and case studies.
A stakeholder view of quality management and CSR through feminist ethics
Published in Quality Management Journal, 2022
TQM views each step of the production process as a relationship between a customer and a supplier regardless of whether this relationship is internal or external to the organization (Cao, Clarke, and Lehaney 2000). As an approach to change management, TQM has been criticized by Cao, Clarke, and Lehaney (2000) for focusing only on changes in process and for having inadequate emphasis on other dimensions of organizational change, including changes in functions (structural change), changes in values (cultural change), and changes in power within the organization. However, the authors argue that these approaches to change management are not independent, but interrelated, with any given change context typically exhibiting characteristics of all four categorisations. Therefore, in approaching such a change context, any method or methodology used must be able to address these multiple facets (Cao, Clarke, and Lehaney 2000). According to the Baldrige Award, a systems perspective requires that all the components of an organization be managed as a unified whole to achieve its mission, improve its performance, and create sustainable success. This perspective maintains that the executives are responsible for focusing on strategic directions, aligning resources to improve overall performance, paying particular attention to customers and other stakeholders, and linking strategies with work systems. Work systems are those internal work processes and external resources needed to develop and produce products and deliver them to customers. They involve employees, key suppliers and partners, contractors, collaborators, and other supply chain partners (Baldrige Performance Excellence Program 2019). Thus, relations and value exchanged in such relations are a key link between quality thinking and systems thinking (Conti 2010). For example, the use of the systems perspective has been proven to be effective in systems development. Ravichandran and Rai (2000) reported that software quality goals are best achieved when top management builds a management infrastructure that supports improvements in process design and encourages stakeholders to participate in the design of the development processes. These quality goals can only be attained if all elements of the organizational system are developed rather than a piecemeal adoption of a limited set of quality management practices (Ravichandran and Rai 2000).