Organizational ergonomics of occupational health methods and processes in a Brazilian oil refinery.
Organizational ergonomics refers to the optimization of social technical systems, including their organizational structures, policies and processes. The relevant topics include communications, management of resources, work projects, temporal organization of work, team work, participative project, new work paradigms, cooperative work, organizational culture, network organizations and quality management (IEA, 2000). The purpose of this study was the reorganization of the methods and processes of the occupational health sector (SMS/SO - Portuguese acronym of the area) of a petrochemical company. The work involved thirty professionals: a coordinator, two occupational physicians, one cardiologist, one occupational dentist, two occupational nurses, eleven occupational health technicians, one social worker, one nutritionist, one phonoaudiologist, one ophthalmologist, one biochemist, two ergonomists, three administrative assistants, one administrator and one psychologist, during a six-month period. The methodology that was used sought to establish a cooperative alliance focused on change, transformation and acquisition of skills, reflecting directly on the attitudes and performance of the leaderships and their work teams. In addition to the feedback practice, the following supporting tools were used for the study's success: "Functional Polyvalence Matrix", "Management of Failures", 5W2H", "6M", "5 Why" and "process mapping". The intended results after the organization ergonomics restructuring process will allow the leader to help his or her team to make a diagnosis of the problems, identify options, develop strategies, establish targets and action plans, remove barriers, review contexts and implement the business management fundaments: planning, organization, management, coordination and control. The transformation possibilities allow us to consider some hypothesis: Before: Focus only on results. After: Engage collaborators to create sustainable results. Before: Operating profile. After: Tactical/strategic profile. Before: Find errors. After: Value effort and development. Before: Listen to what is being said. After: Understand what is being said. Before: Create fears of the consequences. After: Create room for risk. Before: Be the one who approves and decides. After: Be the cooperative support.
Petrobras, Petróleo Brasileiro S.A. Refinaria Presidente Getúlio Vargas. Rod. do Xisto BR 476, km 16, CEP 83707.440 Araucária, PR Brazil. lucymarabau.fisiotrab@petrobras.com.br
Lucy M S
LM
Bau
Jean P
JP
Farias
Sandro A
SA
Buso
Carolina R Marcon
CR
Passero
D001938:Brazil; D003142:Communication; D006804:Ergonomics / Q000379:methods*; D019652:Extraction and Processing Industry / Q000458:organization & administration*; D006801:Humans; D007857:Leadership; D016272:Occupational Health; D016134:Organizational Policy; D011340:Problem Solving