Sustainable development for ergonomics improvement projects
Many projects and ergonomic change programmes produce results that are not or only partly implemented. Other results are implemented but are not sustained in the long run. However, in some cases, there are examples of how projects result in continuous development activities, where not only the project results are taken care of, but also where the results are developed further and new initiatives grow and thrive. An important question is thus what characterizes ergonomics change programmes that lead to a sustainable development in relation to those who do not. Two models for assessing the probability of sustainable development have been developed (Eklund, 1998 and Svensson et al., 2007). The aim of this paper is to describe these models, to apply them in three cases of improvement projects, and to discuss advantages and disadvantages of the two models based on the findings from the cases. Data were collected from documentation, from project meetings, seminars, notes, questionnaires and from interviews with key actors. Sustainability of the cases was indicated from the data and the analysis. The two models for sustainability dealt with in this paper are both applicable in the assessment of sustainability of ergonomic change programmes. The aspects dealt with in the first model are ownership, project management, leadership and participation, and in the second model satisfaction of management/owners, employees and customers as stakeholders. The models identified strengths and weaknesses in the three programmes that were assessed. The validity of the two models is thus supported.
J(o)gen Eklund Mikael Br(a)nmark
Royal Institute of Technology, Division of ergonomics, School of technology and health,Alfred Nobles Royal Institute of Technology, Division of ergonomics, School of technology and health, Alfred Noble
国际会议
17th World Congress on Ergonomics(第十七届国际人类工效学大会)
北京
英文
1-5
2009-08-09（万方平台首次上网日期，不代表论文的发表时间）