What is meant by human factors in quality?
Many businesses that need to focus on quality management involve human factors because they directly impact quality. Human factors entail the organizational concerns of any work environment, people who work there, characteristics of employees and employers, and errors that might arise from people’s behaviors at work ( Kyriakidis et al., 2019) . Managers have a role in ensuring human factors do not impact their goods and services ( Kolus, Wells & Neumann, 2018 ). For example, there will always be poor quality of services or even goods when there is poor employee organization. The same situation is valid for other human factors in any work environment.
Management must consider several human factors; some include training, verifications, planning, documentation, and traceability. Training employees is necessary to equip them with skills for quality product formation ( Kolus et al., 2018) . A better organization of workers is achievable through training and planning for their duties. Verifications are important in making every employee accountable for their services towards clients ( Endsley, 2017) . When management guarantees traceability, they need to check on the processes that a specific product went through until it met the consumer. This requirement results in the identification of sources of poor quality. Documentation is also important in tracing the procedures of production. Above all, accurate plans will always prevent poor quality.
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List one common barrier for improvement efforts
One of the common challenges of promoting quality through human factors is the resistance to change. Many people find it hard to understand how they will live or work after changing themselves ( Kolus et al., 2018) . The nature of such individuals drives them into direct resistance to any suggestion for change. Employees may sometimes claim not to like uncertainties. This perspective makes it easy for the persons to remain to cling to their behaviors. Training becomes a challenge when employees resist change; however, a good leader will always enhance the acceptability of new ideas among such individuals.
References
Endsley, M. R. (2017). From here to autonomy: lessons learned from human-automation research. Human Factors , 59 (1), 5-27. https://doi.org/10.1177%2F0018720816681350
Kolus, A., Wells, R., & Neumann, P. (2018). Production quality and human factors engineering: A systematic review and theoretical framework. Applied Ergonomics , 73 , 55-89. https://doi.org/10.1016/j.apergo.2018.05.010
Kyriakidis, M., de Winter, J. C., Stanton, N., Bellet, T., van Arem, B., Brookhuis, K., ... & Happee, R. (2019). A human factors perspective on automated driving. Theoretical Issues in Ergonomics Science , 20 (3), 223-249. https://doi.org/10.1080/1463922X.2017.1293187
