Q. Q BURN OUT Discovered in 1974 by an American Like to work Work is not recognized Looses the will to go to work or to work Aggressive with workers.

BURN OUT Discovered in 1974 by an American Like to work
Work is not recognized Looses the will to go to work or to work Aggressive with workers Weak relationship the work Headaches, pains, madness, etc The person looses the energy Q

BURN OUT Expectancy is not attended The person looses motivation
As a consequence FRUSTRATION Frustration leads to BURN OUT BURN OUT, If not treated DEPRESSION Q

PROFESSIONAL RECOGNITION Stress the quality of his/her work
MOTIVATE THEM Observe workers Boss must: Q

“QUALITY CONCEPTS/HUMAN FACTORS APPLIED TO SMS IN AIRPORTS”
ICAO/ASPA REGIONAL SEMINAR ON SAFETY MANAGEMENT SYSTEMS (SMS) “QUALITY CONCEPTS/HUMAN FACTORS APPLIED TO SMS IN AIRPORTS” Dr. S.H. Cardoso, Ph.D. AGA REGIONAL OFFICER – ICAO/LIMA Mexico, 16 March 2006 Q

QUALITY CONCEPTS/HUMAN FACTORS APPLIED TO SMS IN AIRPORTS
Q INTRODUCTION Q HUMAN ORGANIZATIONS Q QUALITY CONCEPTS/QUALITY ASSURANCE Q MANAGING HUMAN DEVELOPMENT Q CONCLUSIONS Q

Q INTRODUCTION PLANNING COMMERCIAL MANAGEMENT BUSINESS HUMAN FACTORS QUALITY Q

Q INTRODUCTION QUALITY IS CULTURAL CHANGE IT NEEDS TIME (5 TO 10 YEARS) IT NEEDS LEADERSHIP Q

Q INTRODUCTION REQUIRES TIME TO PROVOKE CHANGES IF YOU DO NOT HAVE AVAILABLE TIME, DO NOT INITIATE THE PROGRAM QUALITY NEEDS LEADERSHIP TO PROVOKE CHANGES IF YOU ARE NOT AVAILABLE FOR THIS, DO NOT INITIATE THE PROGRAM QUALITY Q

Q INTRODUCTION HIGH ADM THREE PARTNERS FOR QUALITY 1 3 4 OPERAT CLIENTS 2 Q

Q INTRODUCTION HUMAN SOURCES OF HUMAN FACTORS 1 3 4 MACHINE ENVIRON 2 Q

Q HUMAN ORGANIZATIONS THREE ELEMENTS IN MODERN SOCIETY “HARDWARE” (EQUIPMENTS,MATERIALS) “HUMANWARE” (HUMAN ELEMENT) “SOFTWARE” (METHODS, PROCEDURES) Q

Q HUMAN ORGANIZATIONS HOW HUMAN ORGANIZATIONS WORK VALUE OR QUALITY VALUE INPUT HARD WARE SOFT WARE OUPUT MATERIALS ENERGY INFORMATION CLIENT HUMAN WARE COSTS PRODUCTS SERVICES Q

Q HUMAN ORGANIZATIONS CONCEPT OF PRODUCTIVITY OR EFFICENCY PRODUCTIVITY = OUTPUT/INPUT PRODUCTIVITY = PRODUCED VALUE/CONSUMED VALUE PRODUCTIVITY = QUALITY/COSTS PRODUCTIVITY = EARNINGS/COSTS Q

Q HUMAN ORGANIZATIONS IMPROVING “HARDWARE” IMPROVING “SOFTWARE” HOW TO IMPROVE PRODUCTIVITY OR EFFICENCY? IMPROVING “HUMANWARE” Q

Q HUMAN ORGANIZATIONS IMPROVING “HARDWARE” INVESTMENTS (ARE THERE AVAILABLE RESOURCES? ONLY WAY, IMPROVING PEOPLE. FURTHEMORE, IT DEPENDS ON THE “HUMANWARE” DEVELOPMENT IMPROVING “SOFTWARE” IMPROVING “HUMANWARE” INCORPORATION OF KNOWLEDGE Q

Q QUALITY CONCEPTS/QUALITY ASSURANCE WHY DO COMPANIES/AGENCIES EXIST? TO ATTEND THE CLIENTS FURTHERMORE CONTINUOUS SEARCH FOR QUALITY & CLIENT NEEDS Q

Q QUALITY CONCEPTS/QUALITY ASSURANCE NEEDS CHANGE ONE MUST LOOK FOR BETTER, SAFER & RAPID SERVICES/PRODUCTS HOW TO OBTAIN THIS? QUALITY ADMINISTRATION PROCESS Q

QUALITY CONCEPTS/HUMAN FACTORS APPLIED TO SMS AIRPORTS
Q QUALITY CONCEPTS/QUALITY ASSURANCE QUALITY SYSTEM QUALITY ORGANIZ. QUALITY POLITICS QUALITY OBJECTIVES QUALITY PLANNING QUALITY ASSURANCE QUALITY CONTROL HIGH ADM QUALITY AUDITING CHIEF OF SECTORS Q

Q QUALITY CONCEPTS/QUALITY ASSURANCE QUALITY POLITICS MUST CLEARLY ESTABLISH COMMITMENT OF HIGH ADM ESTABLISH GOALS TO REACH THE CLIENT NEEDS ENTIRE PRODUCT/SERVICE LIFE CYCLE GUARANTEE USER SAFETY EVERYBODY’S PARTICIPATION Q

Q QUALITY CONCEPTS/QUALITY ASSURANCE QUALITY OBJECTIVES ESTABLISHED BY THE HIGH ADM IN ACCORDANCE WITH THE QUALITY POLITICS Q

Q QUALITY CONCEPTS/QUALITY ASSURANCE QUALITY SYSTEM ALLOWS THE HIGH ADM TO REACH THE QUALITY POLITICS & OBJECTIVES Q

Q QUALITY CONCEPTS/QUALITY ASSURANCE QUALITY SYSTEM TO WORK WELL, HIGH ADM SHOULD DEFINE AUTHORITY CHAIN OF COMMAND RESPONSIBILITY Q

Q QUALITY CONCEPTS/QUALITY ASSURANCE QUALITY SYSTEM TO WORK WELL, MANAGERS SHOULD DEFINE WORKING AREA STANDARDS OPERATOR EDUCATION & TRAINING TO UNDERSTAND THE STANDARDS ANNUAL PLAN FOR IMPROVING THE MANGEMENT (FUTURE VISION) Q

Q QUALITY CONCEPTS/QUALITY ASSURANCE ITS OBJECTIVE IS TO CONFIRM IF ALL THE QUALITY ACTIVITIES ARE BEING CONDUCTED AS PLANNED QUALITY ASSURANCE ADVANCED STAGE OF A COMPANY/ /AGENCY THAT HAS PRACTICED EFFECTIVE QUALITY CONTROL IN ALL THE PROJECTS/PROCESSES Q

Q QUALITY CONCEPTS/QUALITY ASSURANCE QUALITY ASSURANCE PHASES/ EVOLUTION ORIENTED BY INSPECTION PROCESS CONTROL NEW PRODUCTS/PROCEDURES & CLIENT NEEDS Q

Q QUALITY CONCEPTS/QUALITY ASSURANCE QUALITY PLANNING QUALITY FOR EACH PHASE FUTURE VISION GOALS NEW TECHNOL., MATERIALS, PROC., EQUIP. OPERATOR HABILITY Q

Q QUALITY CONCEPTS/QUALITY ASSURANCE QUALITY AUDITING ACTIVITIES IN ACCORDANCE WITH THE OBJECTIVES OF THE QUALITY SYSTEM? PRESENT SITUATION REACHES THE ADEQUATE LEVEL? Q

Q MANAGING HUMAN DEVELOPMENT HUMAN DEVELOPMENT IS BASED ON HUMAN RESOURCES Q

QUALITY CONCEPTS/HUMAN FACTORS APPLIED TO AIRPORT SERVICES
Q MANAGING HUMAN DEVELOPMENT SELF LEAR. PROC. CONT. FORMAL EDUCATION CONTACT W/ CONSULT. HOW TO BRING KNOWLEDGE TO THE ORGANIZATIONS TECH. ASSIST. (OTHER ORGAN.) TRAINING IN SERVICE HIRING WELL EDU. PEOPLE Q

Q MANAGING HUMAN DEVELOPMENT COMPETITIVITY CONCEPT IN COMPANIES IS THE SAME FOR DIFFERENT STATES (AIRPORTS) HIGH QUALITY SERVICES WITH LOW COSTS Q

Q MANAGING HUMAN DEVELOPMENT THE RESULTS OF YOUR WORK MUST MEAN MUCH FOR YOUR LIFE QUALITY IS BASICALLY EDUCATION & TRAINING Q

Q MANAGING HUMAN DEVELOPMENT COMPANIES OR ORGANIZATIONS TO SATISFY THE HUMAN NEEDS EDUCATION TRAINING DOING Q

Q MANAGING HUMAN DEVELOPMENT MENTAL HEALTH STATE SATISFACTION MORALE BASIC NEEDS ATTENDED BASIC NEEDS NOT ATTEN. ADEQ. FOR MENTAL PATHOLOGIES NO SATISFACTION Q

Q MANAGING HUMAN DEVELOPMENT HIGH MORALE STATE OF MENTAL HEALTH SATISFACTION MORE FREQUENTLY BASIC NEED ATTENDED Q

Q MANAGING HUMAN DEVELOPMENT ONE PERSON MAY BE SATISFIED TODAY, BUT NOT TOMORROW FURTHERMORE MEASUREMENTS SHOULD REFLECT THE GROUP AVERAGE Q

Q MANAGING HUMAN DEVELOPMENT IN TOTAL QUALITY CONTROL, THE CHIEF SHOULD CONTROL THE MORALE OF THE TEAM HOW TO MEASURE THE MORALE LEVEL? VISIT TO DOCTORS COMPLAINTS SUGGESTIONS Q

Q MANAGING HUMAN DEVELOPMENT CHIEF MUST CREATE ENVIRONMENT WHERE EVERYBODY WANTS TO BE IN IT KEEPS HIGH MORALE CHIEF TAKES CARE FOR ACOMPLILSHMENT OF THE TEAM BASIC NEEDS Q

Q MANAGING HUMAN DEVELOPMENT MOTIVATION NOT BY CAMPAIGNS BASED ON CONTINUOUS MORALE CONSTRUCTION CHIEF MANAGE, MEASURE & CONTROL MORALE Q

Q MANAGING HUMAN DEVELOPMENT SCALE OF BASIC HUMAN NEEDS (MASLOW) PHYSIOLOGICAL LIVING, CLOTHING, FOOD, ETC SAFETY FAMILY PROTECT., HOME & JOB STABIL. SOCIALS ACCEPT. FEEL, PART OF GROUP, FRIEND. SELF ESTEEM SELF CONFICENCE, INDEPEN., REPUT. SELF ACHIV OWN POT REAL, SELF DEVEL, CREAT, SELF-EXPR. Q

Q MANAGING HUMAN DEVELOPMENT HUMAN DEVELOPMENT SELF ACHIV SELF ESTEEM SOCIALS SAFETY PHYSIOLOGICAL SCALE OF BASIC HUMAN NEEDS (MASLOW) Q

Q MANAGING HUMAN DEVELOPMENT HUMAN FACTOR PERSON SITUATION/ENVIRONMENT INTERNAL MOTIVATION EXTERNAL MOTIVATION PERFORMANCE Q

Q MANAGING HUMAN DEVELOPMENT LACK OF ALERTNESS YOUR MEMORY (NO THRUST) COMMUNIC. PROCESS STRESS, FATIGUE, ETC STANDARD PROCEDURES GOOD HEALTH CHECKING EQUIPMENTS CHECKING INFORMATION Q

Q MANAGING HUMAN DEVELOPMENT COMMUNICATION PROCESS OF KNOWLEDGEMENT HUMAN FACTORS EDUCATION & TRAINING CURRICULUM INSTUCTOR COMMUNICATION PROCESS ENVIRONMENT Q

Q MANAGING HUMAN DEVELOPMENT INSTRUCTOR (QUALIFIED) SELECTED KNOWLEDGE (CURRICULUM) APPLICATION OF KNOWLEDGE SOURCE OF KNOWLEDGE ENVIRON. EDUC./TRAIN. Q KNOWLEDGE COMMUNICATION PROCESS

Q CONCLUSIONS QUALITY IS CULTURAL CHANGE QUALITY PARTNERS: ADM, OPER, CLIENT SOURCES OF HUMAN FACTORS: HUM, MACH, ENVIR “HARDWARE”, “HUMANWARE”, “SOFTWARE” HUMAN ORGANIZATIONS vs PRODUCTIVITY, EFFICIENCY Q

Q CONCLUSIONS IMPROVEMENT HUMAN ORGANIZ COMPANIES/AGENCIES, TO ATTEND THE CLIENTS QUALITY POLITICS, HIGH ADM COMMITIMENT QUALITY ASSURANCE, ALL IS IN ACCORDANCE AS PLANNED SATISFACTION, MOTIVATION, HUMAN FACTORS EDUCATION & TRAINING, COMMUNICATION PROCESS Q

THE DIFFICULTY IS NOT TO CREATE NEW IDEAS BUT HOW TO GET RID OF THE OLD IDEAS MAYNARD KEYNES (ECONOMIST) Q

Q. Q BURN OUT Discovered in 1974 by an American Like to work Work is not recognized Looses the will to go to work or to work Aggressive with workers.

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Q. Q BURN OUT Discovered in 1974 by an American Like to work Work is not recognized Looses the will to go to work or to work Aggressive with workers.

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Presentation on theme: "Q. Q BURN OUT Discovered in 1974 by an American Like to work Work is not recognized Looses the will to go to work or to work Aggressive with workers."— Presentation transcript:

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