This is the final blog in the 4 part series on the 4 M’s to effective ergonomics systems. The 4th M stands for Momentum! Momentum or energy is continually needed to drive the system on a continual basis. First, momentum is needed in you (me) both inwardly and outwardly. The keys to inward momentum are:
This is the third part out of four in the article series on the 4 M’s to effective and sustainable ergonomics systems. The third M stands for Mindset. According to the Merriam Webster’s online dictionary, mindset means “mental inclination, tendency, or habit”. Another definition is offered by thefreedictionary.com, “A fixed mental attitude or disposition that predetermines a person’s responses to and interpretations of situations.” Mindset is the third key principle on which successful ergonomics systems are built. One must determine whose mindset must be understood.
This is the second of the 4 part blog series on the 4 M’s to Effective Ergonomics Systems in the Short and Long Term. The second “M” is Marketing. By marketing I mean that the ergonomics systems and associated projects should have a brand. Consider the following: What company name comes to mind based on the following: a Swoosh and the tagline “Just Do It”? Or what company comes to mind if I tell you the logo is a red bullseye? If you said Nike and Target you’d be correct. What about the company you work for? Does it have a brand—a logo and/or tagline?
I was at a business association meeting recently when I sat down at a table with 5 other attendees.
There recently was a short article in the Minneapolis Star Tribune in which a nursing home was cited for neglect in a resident’s death. In reading the information contained in the article I think a better, more accurate way to state the problem instead of neglect would have been to cite the nursing home for a breakdown in their resident care system. I see a lack of a systems approach using human factors for resident care. For if one was in place the death of the resident could have been prevented.
Are you involved in running a business or “program” within a business such as Lean, Ergonomics, Process Improvement, Safety, Quality, Operations, …you get the idea? If so, what is your goal? Often I hear people say something similar to the following, “I want an effective and sustainable fill-in-the-blank program”.
In my previous blog I described the how behavioral based safety and ergonomics are not the same and definitely do not utilize the same approach. That being said, companies are really good at identifying “bad” employee behavior and using policy, observations and enforcement to correct it. So the question becomes how do companies who aren’t versed in ergonomics learn how to change behavior through workplace design? Let’s start with a simple framework on which built upon.
There are basically 7 steps to determining design solutions to change behavior.
I recently attended a presentation in which the speaker was trying to make the case that behavioral safety and ergonomics are virtual the same and go hand in hand together. He started off by saying that bad behaviors are caused by bad ergonomics and that good ergonomics can produce wanted (good) behaviors. I totally agreed with him but then he gave the following example:
Over the remainder of the year I’m going to blog about some of the lessons I’ve learned through the years through practicing, facilitating and consulting on ergonomics, lean and process improvement. Today is the first blog in this series on “Lessons Learned”.
“Location, location, location!” We’ve all heard those words when it comes to real estate. The same house located on a lake is of more value and therefore worth much more than when it is located on a street in the city. The same can be said for where the roles and responsibility of an ergonomic program resides. The value to company can rise and fall depending on the location. If you read this month’s (December 2011) feature article you probably have a good idea on the best location. The most common location for ergonomic programs is in EHS or HR.
