Improving manufacturing competitiveness through the application of Human Performance Engineering™
by Wesley Stillwagon, Roland Burns
International Journal of Technology Management (IJTM), Vol. 8, No. 3/4/5, 1993

Abstract: This paper describes the advantages of the application of human performance engineering to problems of employee, manager and organizational development. The aim of this paper is to introduce a new method (called Human Performance Engineering™ or HPE) of organizing, developing and challenging the human resources of an organisation, utilizing geometric or algebraic principles as typically found in engineering analysis together with the functional elements of performance. The paper will concentrate on the following areas: an economic evaluation of costs associated with productivity within a hypothetical but typical, profit centred organisation; a mechanical and economic visualization of the relationship within that typical organisation, reflecting human resources change and the corresponding result; the problems related to human resources from top-management to the production floor; a new way of defining jobs, establishing accountabilities, training and organisational development using the practical concepts of Human Performance engineering, including the perception of the typical employee within a typical job; static vs. dynamic job descriptions; economic advantages associated with an organisation to be developed within the tenets of Human Performance engineering. These points will be demonstrated via an overview of the operation and difficulties of Tech-O-Switch. This is a manufacturing company located in a region of the United States where a number of firms compete for capable skilled, semi-skilled and professional people. Conclusions are drawn from this example based upon actual experiences.

Online publication date: Sun, 24-May-2009

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