Diagnosing Macroergonomic Problems: A Case Study in the Use of Concept Mapping for TQM Initiatives

Abstract

This paper presents the results from a case study involving the use of concept mapping in a Total Quality Management (TQM) program. Concept mapping is a knowledge acquisition technique that has proven successful in a variety of instances when it was necessary to elicit information directly from domain experts and communicate that information to other individuals needing the information. The concept mapping technique produces, during the course of an interview, a graphical representation that becomes a communications medium through which ideas can be easily shared in a group setting. In TQM programs it may be necessary to elicit detailed information from employees about the nature of their work domain and about the various problems they may be encountering. The success of TQM programs often depends on establishing open lines of communications through which employees can articulate their concerns and upon the ability of TQM team members to uncover hard-to-detect problems. Concept mapping proved successful in the TQM setting. The concept mapping technique facilitated the uncovering of insights that were not obvious to the TQM team during their initial brainstorming sessions or from the use of a survey. In addition it appears that the concept mapping technique has other significant TQM advantages over and above its utility as a knowledge elicitation technique. Concept mapping, not only facilitates user-centered knowledge acquisition, but also appears useful as a means of facilitating team-building.