SEMATECHAbstract: This study examines ergonomic stressors associated with front-end process tool maintenance, relates them to decreased machine utilization, and proposes solution strategies to reduce their negative impact on productivity. Member company ergonomists observed technicians performing field maintenance tasks on seven different bottleneck tools and recorded ergonomic stressors using SEMaCheck, a graphics-based, integrated checklist developed by Sandia National Laboratories. The top ten stressors were prioritized according to a cost formula that accounted for difficulty, time, and potential errors. Estimates of additional time on a task caused by ergonomic stressors demonstrated that machine utilization could be increased from 6% to 25%. Optimal solution strategies were formulated based on redesign budget, stressor cost, and estimates of solution costs and benefits.

A telephone survey was conducted to evaluate the quality of service provided to the primary customers of the Corporate Ergonomics Group (CEG). One hundred clients who received services between October 1993 and June 1994 were asked questions on their expectations, implementation of ergonomic recommendations, follow-ups, time required, productivity improvements, symptom alleviation, and satisfaction. Suggestions on how processes could be improved were also solicited. In general, recommendations are being implemented, worksite evaluations are going smoothly, and customers are satisfied with the process. The CEG was pleased to learn that half of the people who implemented recommendations experienced improvements in productivity, and four out of five symptomatic customers experienced partial or complete relief. Through analysis of the data and by studying clients' suggestions for process improvement, the CEG has developed a strategy for changing and improving current procedures and practices. These plans can be found in the last section of this report.

Total quality improvement (TQI) advocates that all staff members in an organization develop their own ideas on job improvement about their own specific jobs. This process helps to improve staff performance and to build continually on those improvements. This article will describe how the TQI process was used successfully by quality management staff members at a federal medical center to investigate a problem with linen.