Effects of organizational macroergonomic compatibility elements over manufacturing systems’ performance
This paper examines the effects of organizational macroergonomic compatibility elements over manufacturing systems performance from four companies located in the city of Ciudad Juarez, México. Current studies scarcely address the relationship that exists among the factors and their elements includ...
Saved in:
Main Authors: | , , |
---|---|
Format: | Artículo |
Language: | eng |
Published: |
ELSEVIER
2017
|
Subjects: | |
Online Access: | http://hdl.handle.net/20.500.11961/2732 |
Tags: |
Add Tag
No Tags, Be the first to tag this record!
|
Summary: | This paper examines the effects of organizational macroergonomic compatibility elements over manufacturing systems
performance from four companies located in the city of Ciudad Juarez, México. Current studies scarcely address the relationship
that exists among the factors and their elements included in the Systems Engineering Initiative for Patient Safety (SEIPS)
macroergonomic model and the benefits they may generate on manufacturing systems’ performance. The SEIPS model includes
macroergonomic factors such as person, organization, technology and tools, tasks, and environment, and it has been adapted for
manufacturing systems. This paper is focused on the analysis of the relationship among the macroergonomic organizational
elements (elements of the factor organization) included in the SEIPS model, and the benefits that these elements may generate on
manufacturing systems performance using a structural equation modelling approach. Results indicate that macroergonomic
organizational elements like organizational culture and organizational communication have a direct effect over clients and an
indirect effect over the manufacturing processes and the growth of the companies. These results can offer some relevant and new
knowledge to develop macroergonomic strategies for manufacturing systems in order to increase their competitiveness.
Additionally, knowledge about direct and indirect effects derived from organizational elements over manufacturing systems
greatly supports the design and improvement of these systems. |
---|