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Management
(unit 6)
1
Special Topics
Ergonomics
Stress Management
Designing Layout of Office Space
Total Quality Management
Value Chain Analysis
Lean Management
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Ergonomics
Ergonomics is defined as the scientific study of
the relationship between man and his working
environment. The primary aims of ergonomics
is to optimize the functioning of a system by
adapting it to human capacities and needs.
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Objective of Ergonomics
To enhance the effectiveness with which work
and other human activities are carried out
To maintain or enhance certain desirable human
values in the process, health, safety, satisfaction
etc.
To enhance and preserve human health and
satisfaction
To optimize the human performance in a system
perspective.
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Importance of Ergonomics
Its Scope is not limited to any particular industry or
application.
Work systems, sports and leisure, health and safety should all
embody ergonomics principles if well designed.
The ability of people to do their job is influenced by the
person's capabilities (physical and mental), the job demand
(physical and mental) and the condition (physical and
organizational environment) under which the person is
carrying out the job.
Concerned with both employees’ well-being as well as
organization well-being.
The keywords of ergonomics are; health, comfort and
performance.
5
Stress
Stress is the mental, physical and emotional reactions
you experience as a results of demands of your life.
In medical terms stress is described as, "a physical or
psychological stimulus that can produce mental
tension or physiological reactions that may lead to
illness."
When you are under stress, your adrenal gland
releases corticosteroids, which are converted to
cortisol in the blood stream.
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Cause of Stress at Work
To meet out the demands of the job.
Your relationship with colleagues.
To control staff under you.
To train your staff and take work from them.
Support you receive from your boss, colleagues and
juniors.
Excessive work pressure.
To meet out deadlines.
To give new results.
To produce new publications if you are in research area.
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Cause of Stress at Work
Working overtime and on holidays.
New work hours.
Promotion or you have not been promoted or your junior
has superseded you.
Argument or heated conversations with co-workers or
boss.
Change of job.
Work against will.
Harassment.
Sexual molestation.
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Stress Management
Take deep breath for instant stress relief
Be organized. Manage time
Know your stressors
Know your capabilities & limits
Avoid negative thinking
Talk to others
Be physically active (Yoga/Exercise/Dietary Habits)
Stress Management Trainings
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Office Layouts
Office layouts are arranged so that staff can work
together in departmental and team groupings,
providing the best opportunity for efficient work
flow, communication and supervision.
In many organizations, office layouts are subject to
frequent changes. This process is referred to as churn
rate, expressed as the percentage of the staff moved
during a year.
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Layouts Considerations
Business Needs
Partition
Services
Staff Welfare Facilities
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Quality Definition
Definition 1 (General Definition)
Measure of excellence or state of being free from defects, deficiencies, and significant
variations.
The totality of features and characteristics of a product or service that bears its ability to
satisfy stated or implied needs.
Dimension 1: Performance
Dimension 2: Features
Dimension 3: Reliability
Dimension 4: Conformance
Dimension 5: Durability
Dimension 6: Serviceability
Dimension 7: Aesthetics
Dimension 8: Perception/Price
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PDCA Cycle
PLAN
Establish the objectives and processes necessary to deliver results in accordance
with the expected output. By making the expected output the focus, it differs from
other techniques in that the completeness and accuracy of the specification is also
part of the improvement.
DO
Implement the new processes. Often on a small scale if possible.
CHECK
Measure the new processes and compare the results against the expected results
to ascertain any differences.
ACT
Analyze the differences to determine their cause. Each will be part of either one
or more of the P-D-C-A steps. Determine where to apply changes that will
include improvement. When a pass through these four steps does not result in the
need to improve, refine the scope to which PDCA is applied until there is a plan
that involves improvement.
PDCA Cycle
Tools of Quality
Cause and Effect Diagram
Check Sheet
Control Chart
Histogram
Pareto Chart (Line + Bar Chart)
Scatter Diagram
Flowchart
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Ishikawa Cause & effect diagrams
Cause-and-effect diagrams are Purpose of Fish Bone Diagram
diagrams that show the causes of a
certain event.
The cause factors & the
relationship are displayed
Common uses of the Ishikawa diagram
are product design and quality defect
prevention, to identify potential factors Identifies problem areas where
causing an overall effect. data should be collected and
analyzed
Each cause or reason for imperfection
is a source of variation.
Promoted by Kawasaki
Ishikawa Cause & effect diagrams
Control Chart
Is a graph used to study how a process changes over time
Data are plotted in time order.
Control chart always has a central line for the average, an
upper line for the upper control limit and a lower line for
the lower control limit
Average, UCL, LCL lines are determined from historical
data.
Comparing current data to average, UCL and LCL lines,
we draw conclusions whether the process variation is
consistent (in control) or is unpredictable (out of control,
affected by special causes of variation).
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Control Chart
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Quality Gurus
What is a quality guru?
a wise person and a teacher of quality
plus have a concept and approach to quality within
business that has made a major and lasting impact.
The gurus mentioned in this section have done, and
continue to do, that, in some cases, even after their death.
The gurus:
There have been three groups of gurus since 1940’s:
Early 1950’s Americans who took the messages of quality
to Japan
Late 1950’s Japanese who developed new concepts in
response to the Americans
1970’s-1980’s Western gurus who followed the Japanese
industrial success
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Benchmarking
Benchmarking is the process of comparing one's
business processes and performance metrics to industry
bests or best practices from other industries.
Dimensions typically measured are quality, time and
cost.
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Value Chain Analysis
28
Principles of Lean
The thought process for guiding the implementation of lean
techniques is easy to remember, but not always easy to
achieve:
1. Defining value from the standpoint of the end
customer.
2. Identifying each step in a business process and
eliminating those steps that do not create value
3. Strive for perfection by continually removing wastes
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Lean principle
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Lean Manufacturing
Is a systematic method for waste minimization within
a manufacturing system without sacrificing
productivity.
It takes into account waste created through
overburden and waste created through unevenness in
work loads
Consumer Perspective: "value" is any action or
process that a customer would be willing to pay for.
Lean manufacturing makes obvious what adds value,
by reducing everything else that doesn't add value
Toyota Production System a suitable example of
Lean.
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Goals of Lean Manufacturing
Improve Quality
To stay competitive in today's marketplace, a company must understand its
customers' wants and needs and design processes to meet their expectations
and requirements.
Eliminate Wastes
Waste is any activity that consumes time, resources, or space but does not
add any value to the product or service.
Reduce Time
Reducing the time it takes to finish an activity from start to finish is one of
the most effective ways to eliminate waste and lower costs.
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Wastes as Classified by TPS
Over Processing (resulting from poor tool or product
design creating activity)
Defects (the effort involved in inspecting for and
fixing defects)
Wastes Later Added
Unused Human Resources
Manufacturing goods or services that do not meet
customer demand or specifications
Unused Space
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Achieving Lean Manufacturing
Design a simple manufacturing system
Decreased cycle time
Less inventory
Increased productivity
Increased capital equipment utilization
Recognize that there is always room for improvement
Continuously improve the lean manufacturing system
design
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THANK YOU
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