This paper presents an alternative way to use records from safety investigations as a means to support the evaluation of safety management (SM) aspects. Datasets from safety investigation reports and progress records of an aviation organization were analyzed with the scope of assessing safety management’s role, speed of safety communication, timeliness of safety investigation processes and realization of safety recommendations, and the extent of convergence among SM and investigation teams. The results suggested an interfering role of the safety department, severe delays in safety investigations, timely implementation of recommendations, quick dissemination of investigation reports to the end-users, and a low ratio of investigation team recommendations included in the final safety investigation reports. The results were attributed to non-scalable safety investigation procedures, ineffective resource management, lack of consistent bidirectional communication, lack of investigators’ awareness about the overall organizational context, and a weak commitment of other departments to the realization of safety recommendations. The set of metrics and the combination of quantitative and qualitative methods presented in this paper can support organizations to the transition towards a performance-based evaluation of safety management.
Vertical and horizontal alignment within organizations are seen as prerequisites for meeting strategic objectives and indications of effective management. In the area of safety management, the concept of vertical alignment has been followed through the introduction of hierarchical structures and bidirectional communication, but horizontal alignment has been given little attention. The principal goal of this study was the assessment of horizontal alignment within an aviation organization with the use of data from safety investigations, audits and meetings in order to explore the extent to which (1) causal factors recorded in safety investigation reports comprised topics discussed by safety committees and focus areas of internal safety auditors, and (2) the agendas of safety committees include weak points revealed during safety audits. The study employed qualitative and quantitative analysis of data collected over a 6 years’ period at three organizational levels. The results suggested a low horizontal alignment across the three pairs of the corresponding safety management activities within each organizational level. The findings were attributed to the inadequacy of procedures and lack of a safety information database for consistently sharing safety information, cultural factors and lack of planning for the coordination of safety management activities. The current research comprises a contribution to the literature and practice and introduces a technique to assess the intra-alignment of safety management initiatives within various organizational levels. Future research is needed in order to investigate the association between horizontal alignment of safety management practices and safety performance.
Despite the efforts of governments and firms, the construction industry is trailing other industries in labour productivity. Construction companies are interested in increasing their labour productivity, particularly when demand grows and construction firms cope with labour shortages. Off-site construction has proved to be a favourable policy to increase labour productivity. However, a complete understanding of the factors affecting construction labour productivity is lacking, and it is unclear which factors are influenced by off-site construction. This study developed a conceptual model describing how 15 factors influence the construction process and make a difference in labour productivity between off-site and on-site construction. The conceptual model shows that all 15 factors affect labour productivity in three ways: through direct effects, indirect effects and causal loops. The model is a starting point for further research to determine the impact of off-site construction on labour productivity.
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Aanleiding: Automatisering kan leiden tot beter gebruik van materialen en afval reduceren. Dit brengt verbeteringen met zich mee voor 'people, planet and profit' (PPP) - mensen, het milieu en de winst. Een specifieke vorm van automatisering, de ontwikkeling van zelfrijdende auto's en vrachtauto's, gaat snel. Maar om zelfrijdende voertuigen beschikbaar te maken is er nog veel onderzoek en ontwikkeling nodig op verschillende gebieden. Er zijn nog veel vragen te beantwoorden op het gebied van onder andere truckontwerp, betrouwbare software, aansprakelijkheid, trajectplanning en logistiek. Doelstelling Het doel van het Intralog-project is om voor de maatschappij en de private sector een significante bijdrage te leveren aan de mogelijkheden van zelfrijdende voertuigen in de commerciële transportsector. Het Intralog-project onderzoekt de toegevoegde waarde voor PPP van 'automated guided trucks' (AGT's) aan logistieke operaties bij distributiecentra en interterminal/intermodal traffic hubs. Dit gebeurt in twee stappen: 1) het identificeren van het potentieel met betrekking tot de vraag vanuit de logistieke omgeving; 2. het ontwerpen, realiseren, testen en valideren van mogelijke strategieën voor het implementeren van AGT's in een logistiek scenario. Beoogde resultaten Het concrete resultaat van het project bestaat uit onderzoekstools en hardware- en softwaremodellen voor Intralog. Deze bieden een goede mogelijkheid om de opgedane kennis te verspreiden. De projectdeelnemers zullen bijdragen aan workshops, tentoonstellingen en in Nederland georganiseerde symposia. De onderzoeksresultaten verspreiden ze op conferenties en door middel van publicaties in technische vakbladen. De uiteindelijke Intralog-resultaten worden gepresenteerd op een afsluitend congres. De resultaten zullen worden samengevat in een boekje.
In September 2018 a gaming dashboard is implemented and reviewed on effect at Jan de Rijk, Gebroeders Versteijnen and Merba. The dash board should give insight in the individual and team performance of employees in the their work processes through a gamesome modern visualisation‘In what way is it possible to design and apply ‘game design techniques’ and ‘game elements’ in performance dashboards, so that employees are constantly motivated to improve productivity, quality and safety of their individual proceedings and learning, so that the investment in gamification is profitable?’
