Espacios. Vol. 36 (Nº 17) Año 2015. Pág. 2

Correlations between Advanced Manufacturing Technologies and Management Systems in Occupational Safety and Hygiene

Correlações entre Tecnologias de Produção e Sistemas Avançados de Gestão em Segurança e Higiene Ocupacional

Adriano David Monteiro de BARROS 1; Cosmo Severiano FILHO 2; Walter Fernando Araújo de MORAES 3; Ricardo Moreira da SILVA 4

Recibido: 07/05/15 • Aprobado: 11/07/2015

Contenido

1. Introduction

2. Theoretical Articulations

3. Materials and methods

4. Results: Features technological configuration of the enterprises surveyed

5. Discussion: Significant correlations among the technologies in use in the companies

6. Conclusions: Significant correlations between metrics of SWSWH and AMTs

References

1. Introduction

The need for new methods for organizational performance, as well as the inefficiency of the techniques and methodologies for managing the production of goods and services, promotes the search for new approaches that improve evolution and competitive edge, through the enhancement of fundamental activities and processes of the company.

This enhancement goes through a process of analysis and evaluation by the organization, which must use the metrics as an observation instrument of variables that correspond to a particular action. Thus, for Farris et al (2007), metrics is a measuring system that quantifies a tendency, a dynamic or a characteristic; once known that in all disciplines, the practitioners use metrics to explain phenomena, diagnose causes, share discoveries and design results of future events.

The correlations between the metrics of organizational performance and Management Systems in Hygiene and Workplace Safety (MSOSH) provide an analysis on the applicability of safety and health systems in different environments using Advanced Manufacturing Technologies (AMTs). According to Matilla et al (1996), one of the main reasons for the application of AMTs in production is safety.  Some tasks may be so dangerous to human health that the automation is a necessary mean to the production.

In the general ordering of the Organizational Theory, monitoring mechanisms are almost always based in indicators that express an input/output relation defined based on criteria, principles and legal postulates.  Regarding the efficient monitoring of prevention of accidents at work, it is understood that its monitoring must occur through metrics that point out the relationship between what is effectively done in terms of prevention actions (inputs) and their consequences and/or effects (outputs) to the organization as a whole.

According to Vieira et al (2009), in the last decades, the growing competition that characterizes the globalized market, as well as the new requirements demanded by clients, lead the organizations to implement the MSOSH.  Such systems represent a set of measures that are taken in order to prevent or minimize the accidents at work and occupational diseases, and to protect the integrity and the capacity of the worker.  In this sense, Stride et al (2013) warn about the fact that the occurrence of insecure work and lesions at the workplace are like a leash to the organizations in terms of safety performance, which may create noticeable barriers to participation and conformity in safety.

Several researches (Clarck, 2006; Burke et al, 2009; Smith-Crowe, 2002) show that professional diseases and accidents at work cause significant losses to the people and organizations, in terms of human, social and financial costs.  Facing such costs, Occupational Safety Management programs can proportionate better productivity, as well as the reduction of absenteeism caused by professional diseases.  In this respect, Barreiros (2000) indicates an evolution in the aspect of implementation of the techniques in MSOSH by the organizations.

Therefore to meet the objectives of comprehension of assessment measures of manufacturing performance, this research investigated the significant correlations between the used organizational performance metrics and the AMTs responsible by the re-configuration of the production systems studied, focusing on the technology MSOSH.

2. Theoretical Articulations

As Cardoso, Lima & Costa (2012) said, the process of introduction of a new technology in the operation system of a company causes changes in its organizational structure, its processes and installations; the companies face obstacles during its deployment (JOHNSON, 2003).  All these elements conduce to a new organizational architecture, in a way that theses changes may be decided through reviews of the organizational design.  Thus, according to Buzacott (2008), while the essential ideas behind present changes in manufacturing systems are now reasonably clear, their impact on organizations is perhaps only beginning to emerge.

The need for new AMTs is derived of the high competitive edge existent in the current market.  This becomes an efficient weapon to gain advantage over competitors, and proportionate technological modifications to the organizations, which allow a better structure for its production systems.  Therefore, according to Allen et al (2001), bottleneck process is a process for which increases in production rate or decreases in cycle time correspond directly to revenue increases for the production system.

As for Maldonado et al (2013), the AMTs represent a relevant resource that has been extensively used in the modern industry all over the world, aiming to become competitive and maintain high quality and performance levels.  Then, according to Johnson (2003), manufacturing throughput time reduction can be a daunting task due to the many factors that influence it and their complex interactions.  However, there are basic principles that, if applied correctly, can be used to reduce manufacturing throughput time.

The AMTs are related with several indicators that allow its analysis as a tool for technological development in production.  Among the indicators there is the interaction between the AMTs and the MSOSHs, which are inserted in the context of the manufacturing systems.  To Maldonado et al (2013), there is a great variety of tools and models available in the literature to support processes of selection and evaluation of AMTs. According to Rosenthal and Tatikonda (1993) our research in this area is continuing. Because we found that setting cycle time targets for the introduction of a new product is a critical managerial act, we believe this phenomenon is worthy of further study.

Usually, they consist in the analysis of tangible aspects, like cost, time, velocity, precision, among others; however, some other important aspects are commonly neglected, that is, in case of human factors and ergonomic characteristics.

The MSOSH are planned, directed and controlled in order to prevent risks and promote the health of workers, inserted into a global approach that comprehend the well being of the worker in its physical, moral and social dimensions.  Its role is to enable the identification; analysis and confronting of the problem of accidents at work, constituting itself as management tools that contribute to the improvement of enterprises performance.

The performance level of a process is measured regarding its effectiveness and efficiency, through a set of indicators that are called metrics.  The management of a process is only possible by collecting metrics that illustrate its performance through time, complemented by measures of the evolution of the risk level associated to the process, and the progress of the mitigation actions of these risks.

In the conception of Moreira (1996), a System Performance Measurement is a set of measures concerning the organization as a whole, its partitions (divisions, departments, sections, etc.), its processes, its activities organized in well defined blocks to reflect certain performance characteristics for each level of the company.

Operating with organizations that aimed to reach the desired deployment through the implantation of efforts in productivity and quality management, Sink and Tuttle (1993) have defined the performance management, divided into:

1. Planning – assess the current state of the organization, concerning the vision, create strategies to achieve the future pursued state and reunite forces in order to move towards this vision.
2. Designing, developing and implementing effectively specific improvement intervention work safety that has high probability to move towards the future pursued state, especially in terms of performance level.
3. Designing, redesigning, developing and implementing systems of measurement and evaluation that will indicate whether the path is correct and how well it goes.
4. Ensure that there are cultural support systems, so that there are rewards and incentives to progress, being able to maintain the excellence obtained and to control the performance levels required to meet the new competition.

The performance management process is a process by which the variables take place in a systematic, coherent and persistent way, once the performance management process must be concerned about how it is done, and not only about what is done (LIN, 2013). This point Sharda (2013) says robust manufacturing system design using multi objective genetic algorithms.

In this sense, it is necessary to reevaluate the organizational management, so that the negative impacts derived from its activities about the worker's quality of life, including occupational safety and health, may be reduced to an acceptable condition.  Tachizawa, Ferreira & Fortuna (2001) conceptualize workplace safety as a set of measures that aim to prevent accidents, based on a composition of rules and procedures in order to protect physical and mental integrity of the workers, looking to protect them from health risks related to the performance of their duties and to the work environment.

The MSOSH are made of a set of initiatives that involve policies, programs, procedures and processes integrated to the organizational business, in order to be in conformity with the legal exigencies and other interested parts concerning work safety and at the same time, being coherent in its own cultural and philosophical conception, conducting its activities with ethics and social responsibility (COSTA, 2006).  The fundamental goal of the MSOSH is constructing a managing structure that allows the organization to manage the risks at the workplaces WANG (2013).

According to Benite (2004), the MSOSH are management tools that assist the organizations in the reassessment of safety and health at work as well as in the creation of new models.  Therefore, it is necessary for companies to concentrate in the repairing of damages of health and physical integrity of workers provoked by accidents ZHANG (2012).  To Knudsen (2008), recent efforts to improve safety have caused a growing quantity of administrative work, as checklists, workplace evaluation and assessment of risks, controls and regulations.

According to Havold & Nesset (2008), measuring safety performances is becoming increasingly important in many high-risk industries, such as nuclear power, chemical industry, offshore oil production, air traffic control and construction.  A lot has been done to study the antecedents and factors that shape the safety culture and safety environment in these types of industries, but almost no research has been conducted in another high-risk sector.  According Kunru (2011), the orientation of safety in this direction may be understood as an implementation of the concept of safety culture to instruct the activities and processes inside the organization.

3. Materials and methods

The national research called "Organizational Performances of the Consolidated Experiences of Advanced Manufacturing in Brazil – Metrics Modeling" had 21 consignee companies of different industrial sectors, all included and well positioned at the ranking of the 500 biggest Brazilian manufacturers, in line with the magazine Revista Valor 1000 (2011).  From the theoretical point of view, the research is funded in the concepts of advanced manufacturing, organizational performance and metrics of workplace accidents.

The investigation variables were converted in items and data, composing a survey questionnaire (electronic and manual), elaborated with 101 items, organized into two variable categories (V1 and V2), as can be seen below in Table 1 and Table 2 respectively.  The pilot tests were conducted in three big manufacturers (Cerâmica Elizabeth, Indaiá and GSM), which were not included in the sample.

Table 1 – (V1) Advanced Manufacturing Technologies

Source: Direct Research, 2012

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Table 2 – (V2) Metrics of Organizational Performance

Source: Direct Research, 2012

Based on the pilot tests made, a new survey has been generated, and tested (pre-validated) by two academics in the manufacturing field, an industrial consultant and an academic in the research methodology field.  The new electronic survey was forwarded to the research subjects (Executive Managers), previously identified and accredited (via website – Fale Conosco resource) to participate in the research.  Following, the manual version of the survey was forwarded, via direct mail, in the same shipping order of the consigned respondents.

The data collecting process, in the two utilized means, resulted in a composition of 21 answered surveys – 13 electronic and 8 by direct mail.  The responding composition, here called "laboratorial etnocases", corresponds to several lines of business, which include iron and steel, oil and gas, sugar and alcohol, chemical, textile, food and beverages, construction and engineering, fertilizers and cellulose.  The answered pools were stored in a database (EC2M Data System – Post-Doctorate Research), and then treated statistically (descriptively and inferentially) using the statistic software SPSS, Version 20.0.

In order to study the possible relationships among the variables researched (Metrics of Organizational Performance and Technology MSOSH), the Pearson's correlation coefficient among them was determined.  According to Figueiredo Filho & Silva Junior (2009), the correlation measures the direction and degree of the linear relation between two quantitative variables and the Pearson's coefficient of correlation is a measure of linear association between variables. The equation of Pearson's coefficient is:

Pearson's coefficient of correlation has a value from -1 to +1.  Still according to the authors, the sign indicates positive or negative direction of the relationship and the value suggests the relationship force between the variables.  A perfect correlation (-1 or +1) indicates that the score of a variable may be determined exactly by knowing the score of the other one.  On the other hand, a correlation value of zero indicates that there is no linear relation between the variables.  For the results analysis, the scale proposed by Bryman & Cramer (2003) was utilized, in which values between 0.10 and 0.39 are considered weak; values between 0.40 and 0.69 may be considered moderate; values between 0.70 and 0.89 are considered strong and values between 0.9 and 1 may be interpreted as highly elevated.

4. Results: Features technological configuration of the enterprises surveyed

The investigated companies use intensively advanced technologies of manufacturing, both in software (AMT-N1) and hardware (AMT-N2), according to notes in the Tables 3 and 4. The nature of AMT's software defines the technologies assigned to the management of productive processes through methods, procedures, standards, principles and tools, with applications in management of labor operation.  In turn, the nature of AMT's hardware are all the technologies that utilize machine language and that contribute in the execution of the production operations (manufacturing and services).

In this research it was found that both type of technologies (AMT-N1 and AMT-N2) with their implementation time (between 01 and 05 years and more than -5 years) vary in a linear form among the surveyed companies, as well as among the industrial sectors which they belong.  In the theoretical understanding of this article, technologies deployed between 01 and 05 years characterize a state of technological emergency of the organization, with notes of wakefulness and observation to managers and users.  On the other hand, technologies deployed over five years ago set a status of consolidation and maturity, being the organization's responsibility the governing and controlling of the results derived of the deployment, or even those that might be attributed to it.

In the AMT-N1 category, it was found that the CAD technology leads the use notes by the responding companies (sum of the last two columns), notified by 94.7%, also presenting itself as the resource with longer maturity time, once approximately 79% indicate a deployment time exceeding five years.  In the same order of consideration (high utilization and significant deployment time indicated in columns 3 and 4) are the technologies ABC and CAQ (57.9%); ISO (73.7% and 57.9%); MRP (94.3% and 63.2%); TQC (73.7% and 68.4%); EDI (63.2% and 47.4%), as can be seen in Table 3.

Table 3 – Typologies of AMTs and deployment time in the companies surveyed

Source: Direct Research, 2012

The surveyed companies also include technologies such as AMT-N2in their production settings, as can be seen in Table 4.  In this note, 57.9% of them make intensive use of the CAE technology, and 47.4% have registered significant resource maturity (more than 05 years).  In this sequence, significant use was observed for the technologies CAM (52.6%), CIM (52.6%), FMS (36.9%), CNC (31.6%), FMC (31.6%), NC (31.6%) and MC (27.8%).

Table 4 – Typologies of AMTs and e deployment time in the companies surveyed

Source: Direct Research, 2012

It is known that the advanced manufacturing environment is drawn from a portfolio of AMTs, software or hardware.  This technological setting, in turn, should provide a direct and intimate combination among the component resources (best link), so that the strategic purposes of the organization are reached.

5. Discussion: Significant correlations among the technologies in use in the companies

According to the inferential analysis of the data, Table 5 presents the significant correlations at the same level for the AMTs of level 1 in the companies surveyed (N=21).  From the pointed data, and with basis in Bryan & Cramer (2003), it follows that the technologies TQC and MSOSH, deployed by 73.7% and 79%, respectively, of the investigated population, have presented a highly elevated correlation, suggesting that plants with fully controlled quality require parallel management system in health and safety at work to support the quality policy of the company.

In sequence, the technologies JIT and KANBAN, deployed by 42.2% and 35.3% respectively of the surveyed companies have registered a significant correlation considered strong.  With the same note of the significant correlation considered strong, there are the EDI and PFA technologies, utilized by 63% of the companies, and ABC and EDI, with indicated utilization of 68.5% and 63.2%, respectively, of the surveyed unities.  These observations confirm the hypothesis that there is a possible synergic integration among the AMTs, or that this combination ensures the integrated performance results that are potentially assigned to them.

Table 5 – Significant correlations of advanced manufacturing technologies of level 1

Source: Direct Research, 2012

The inferential analysis of the data collected also shows significant correlations of moderate level for a number of technologies of the same level (AMT-N1), with emphasis on the correlations identified between: JIT and TPS, deployed by 42.2% and 33.4% respectively, of the surveyed companies; KANBAN and MFV, deployed by 35.3% and 47.4%, respectively; JIT and MFV, in 42.2% and 47.4%, respectively; ISO and SWSHS in 73.7% and 79%, respectively; KANBAN and STP, in 35.3% and 33.4%, respectively; and KANBAN and TRF, in 35.3% and 27.8%, respectively.

5.1 – Metrics of evaluation of organizational performance of AMTs in the companies

In this research, the evaluation of the organizational performance in manufacturing was held on 03 dimensions of evaluation: productivity of physical resources; quality of the elaborated fabrication; and flexibility of the productive system.  In each of the dimensions significant markers of metrics utilized by the companies were obtained, as well as their respective calculation frequencies (D = Daily, W = Weekly, M = Monthly), as can be seen in the data of Table 6.

Regarding the measures of productivity of the physical resources in the surveyed companies, the following notes were observed: (a) the production by men-hours is measured in 68.4% of the companies, with daily and monthly frequencies; (b) the production by department is measured in 78.9% of the participant companies, with daily measuring by 47.4%; (c) total product of labor is measured in 63.2% of the investigated cases, with weekly, fortnightly and monthly measures.

Table 6 –Frequency of investigation of production metrics with significant correlations

Source: Direct Research, 2012

Regarding the measures of quality of the elaborate fabrication, it was found that 84.2% of the companies surveyed measure the rate of defective products (RDP), and 52.6% of them do it daily; the Scrap Rate (SR) is measured by 78.9% of the companies, with daily and monthly frequencies of measure; the rejection rate is measured by 73.7% of the companies, assuming daily and monthly measures.

Considering the measures of flexibility of the productive system operated by the companies surveyed, the following was found:  the rate of manpower absenteeism (IA) and the mean time of stopping hours (TP) were measured by 84.2% of the companies, with measuring frequencies distributed among daily, weekly, fortnightly and monthly; the rate of underutilization of the plant (TS) is verified in 68.4% of the cases surveyed, with measuring frequencies varying among daily, weekly and monthly; the Index of Inventory Rotation (IR) is checked by 78.9% of the companies, and 42.1% of them does it monthly; the mean time of manufacturing (TF) is measured in 73.7% of the companies, with measuring frequencies varying among daily, weekly and monthly.

The nature and types of performance measures of a production system must reflect its architecture and modus operandi.  This occurs because the measuring must promote an authentic and consistent evaluation of the entity, orbiting around its relevancies and essentialities.  Through this perspective, many performance measures considered as "classic" lose importance and significance in the advanced manufacturing environments.

6. Conclusions: Significant correlations between metrics of SWSWH and AMTs

Regarding the significant correlations between metrics of MSOSH and AMTs, it was found that these are limited to the Defective Products Rate (to N = 18) and the Scrap Rate (to N = 17). These are inverse correlations (negative rho), suggesting that these metrics integrate the compositions of measures of the companies surveyed, validating the hypothesis that the bigger the application and deployment of MSOSHs, the smaller the RDP and SR.

On the other hand, as can be seen from the data presented in Table 7, it is still possible to infer that there is in the environment researched, little relation between the component MSOSH and the performance metrics of the manufacture in the quality dimension.  In the case of AMT level 1 (software), the MSOSH presents almost always low propensity to organizational performance metrics, especially those related to the physical productivity of resources, with the operational flexibility of the system and the quality of the products obtained.

Table 7 – Significant correlations of the metrics

Source: Direct Research, 2012

It is important to emphasize that the MSOSH technology, according to data included in Table 5, presents significant correlations with the ISO technologies (rho = 0.626, N = 21) and TQC (rho = 0.873, N = 21), both characterized as quality management tools.  This observation suggests that one may infer that, in cases of use of AMTs of the types MSOSH, TQC and ISO, the investigated companies present low complying to the quality performance metrics, at least at the level suggested in the survey.

Finally, it is considered that the number of companies surveyed, as well as the confidential nature of the solicited information, may induce difficulties to the construction of more consolidated inferences about the significant relationship between the MSOSH technology and the AMTs metrics.  In this sense, it is suggested that researches with greater coverage and more focused in the MSOSH are developed, as well as correlated metrics, in order to obtain more revealing theoretical contributions of this problem.

The deployment of the Management Systems in Occupational Safety and Hygiene requires a set of internal changes in the organization, regarding the cultural and political environment, and also the effective participation of the managers in this process, so it is possible to have a management program compatible with new modifications. It is fundamental to emphasize that this process must be part of the daily routine of the organizations, being absorbed by the organizational culture since the top of the pyramid until the lower level of the organizational structure.

The experience of this research leads to the inference that the MSOSH are almost always deployed in companies in parallel to other organizational technologies of the type AMT-N1, e. g., TQC, JIT, ISO, TPS and MTP, all presenting a prevention logic built-in in their theoretical and practical content.  In this sense, it is possible to consider the existence of a synergy process derived from these combinations, resulting in higher performances to the SST metrics.

The organizations actions, therefore, affect society and the people express their concerns with the companies' behavior regarding society and the environment, demanding an increased involvement in the solution of social problems that affect them.  For, according to Borger (2001), the acting of the companies oriented to the social responsibility does not imply that the corporate management has to abandon its economic goals.  According to the author, a company is socially responsible if it plays its role in society producing economic goods and services, creating jobs and returns to its shareholders within the legal and ethical rules of society.

Within this perspective, it was possible to verify that the deployment of MSOSH diminishes defective products and waste.  In this direction, the matter of reduction of accidents in the workplace is presented of great importance, in view of the significant impacts they generate.

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1 UFPB/CT/PPGEP – João Pessoa PB Brazil -a_david86@hotmail.com - Corresponding author
2. UFPB/CT/DEP – João Pessoa PB Brazil - cosmosf@ct.ufpb.br
3. UFPE/PROPAD – Recife PE Brazil - walter.moraes@ufpe.br
4. UFPB/CT/PPGEP – João Pessoa PB Brazil- ricardomoreira0203@hotmail.com