Omni Engineering & Technology Inc.


	OMNI's work with NASA and other high-tech activities of private and public organizations indicates how we might help you with the impact of technology in your situation.

	To swear off making mistakes is easy. All you have to do is swear off having ideas. Leo Burnett

A successful innovation is one that yields as much profit as you projected when you first started throwing money at it.

Richard Leshuk
Xfer Tech

Did You Know

Here we share tips, do's and don'ts, and best practices that can make a difference to you and your organization.

Ethics Programs - Are They Effective?
Smart Lean Thinkers
New Rules for Project Success
What's Your Twitch Time?
Healthy Keyboarding
Increase Meeting Productivity
10 Reasons Reengineering Efforts Fail
10 Common Management Blunders

Ethics Programs - Are They Effective?

The 2005 National Business Ethics Survey (NBES) Executive Summary concludes that, on a national level, the number of formal ethics and compliance programs are increasing, but the positive outcomes expected are not. This could be a result, in part, of a decline in accountability of employees in terms of performance evaluation based on ethical conduct. Despite the prevalence of programs, observed misconduct levels by employees have changed very little in the last decade, and just over half of employees observing misconduct reported it to management.

The study cites organizational culture as more influential than formal programs in the outcomes of ethics initiatives. Programs are most effective in organizations with ethics-related actions and accountability for actions at various levels. After measuring 18 dimensions of ethical culture, NBES concludes that the actions of leaders and peers significantly influence employees' ethical conduct.

For more information on the usefulness of ethics training and the impact of various levels of management on the ethical conduct of employees, visit www.ethics.org.

Source: National Business Ethics Survey Executive Summary.

Smart Lean Thinkers

Smart Lean Thinkers can save themselves enormous sums and frustration by avoiding the latest information technology wave and instead implementing the following six simple principles of lean information management:

1. Simplify every process to minimize the need for information management.
2. Make every step in the process capable and available.
3. Schedule each value stream from only one point.
4. Use reflexive production control upstream from the scheduling point.
5. Send information in small batches.
6. Make information management transparent and intuitive.

Source: Adapted from material prepared by Jim Womack, President and Founder, Lean Enterprise Institute, Inc., www.lean.org. Novemember 2004.

New Rules for Project Success

1. Adopt a passion to win
2. Create results-oriented focus
3. Foster sensitivity to context of project
4. Collaborate through trust

Source: Ed Hoffman, "The Implementation of Project Management at NASA." Washington DC Chapter Monthly Meeting, Project Management Institute, January 2001.

What's Your Twitch Time?

With network users demanding truly interactive computer environments, hardware and software designers need to consider the capacity of the user (i.e., the human) and how this relates to computer work.

Working interactively over a computer network requires that the network provide a minimum response time of 70 milliseconds to the users. Experiments have shown that this is the twitch response time needed by teenagers playing video games or a person adding lip-synch to video.

Due to advances in fiber optics, the maximum distance that a signal can travel over a network (the twitch zone) in 70 milliseconds at the speed of light is 13,020 miles. Therefore, 13,020 is the greatest twitch zone possible. Since the maximum distance between any two points on earth is approximately 13,000 miles it should be possible for any two people on earth to communicate interactively over a network.

Source: James Martin, "Best Size for a Planet." Wired, October 1996.

Healthy Keyboarding

Nearly every organization regardless of industry relies on computer or word processing work to communicate and function effectively. Thus, keyboard data entry is a critical operation in every company.

Generally, people who work at a keyboard more than four hours per day face a higher risk of upper extremity repetitive stress injuries (RSIs). Experts recommend a straight "natural" posture during keying, so the wrist is neither twisting left nor right nor bending up or down. Resting wrists on hard edges or on wrist rests while keyboarding should also be avoided. Broad palm rests can be used, but only between periods of typing.

Body posture should also be considered during typing. Furniture should be adjusted so that the keyboard is near or below elbow level to minimize neck and shoulder strain. The best position for the monitor depends on the task at hand but a general rule is that whatever you're looking at most of the time should be right in front of you. It is also recommended that 2 minute breaks be taken every 20 to 60 minutes. Also, the mouse should be kept as close to the keyboard as possible. If the dominant hand is not needed to use the mouse, then place the mouse on alternate sides of the keyboard each week.

Recently "ergonomically correct" keyboard products have flooded the market. These products include split keyboards, where the keys are angled to allow the wrist to remain straight during use. Others include tent-shaped keyboards and keyboards with rearranged keys to minimize finger reaching and replacing the mouse with track balls and touch pads. Experts note that it is too soon to know whether these devices will reduce RSIs.

When selecting a new keyboard, buyers should keep in mind the learning curve associated with these new products. Productivity may go down during the initial use time. Some keyboards may be better ergonomically speaking, but if its too hard to learn, nobody is going to invest the time.

When considering buying new keyboard products, do not rely on the vendor to teach you about the potential benefits of the product. Either consult an ergonomist to help select the product or read as much independent literature on available products before buying. Also, it is important to include employee input in the selection process. Ultimately, the people doing the job will decide how effective any new keyboard product will be.

Source: Susannah Zak Figura, Ergonomic News, March 1996.

Increase Meeting Productivity

American executives spend an average of just over five full working weeks a year attending unnecessary meetings.

If you have control of the frequency of meetings within your organizations, ask yourself these three questions:

• Can we do without it?
• Can it wait another month?
• Can we accomplish our tasks in fewer meetings?

Remember these four rules to keep your meetings as productive as possible.

1. The softer the seats, the less effective the meeting.
2. When elbows are on the table, people get down to business more quickly.
3. Keep the winter time temperature at or below 68° F and the summertime temperature at 75° F rather than 72 degrees. This way people will be motivated to move the meeting along.
4. Meeting attendees will get down to business and stay more efficient when they stand, if physically able, for part or all of the meeting.

Source: "Dr. J. Keith Cook's Eight Guidelines for More Effective Meetings." In Communication Briefings, 1995.

10 Reasons Reengineering Efforts Fail

1. The process itself is not clearly defined.
2. The scope and boundaries of the re-engineering effort are unclear.
3. A well-defined mission with clearly established performance improvement needs did not "drive" the effort.
4. The "as is" condition of the process was not well documented and quantified.
5. The various "could be" condition possibilities were not well documented, quantified, and examined for suitability.
6. The "should be" condition (which is the best of the "could-be" alternatives) could not be selected.
7. The re-engineering team was not trained and staffed to handle the rigors of truly re-engineering a business process.
8. Management had ill-defined expectations for the redesigned process.
9. The company failed to address the inevitable people issues of turf, fear, and ownership.
10. The company started with the application of technology as the "solution" rather than first understanding what exists today and where to evolve.

Source: R. Michael Donovan, Modern Materials Handling, March 1996.

10 Common Management Blunders

1. Failure to communicate.
2. Failure to delegate.
3. Taking things personally.
4. Failure to motivate.
5. Treating everyone the same.
6. Failure to demonstrate loyalty.
7. Failure to obtain information.
8. Failure to plan ahead.
9. Forgetting to say "Thank you."
10. Failure to set priorities.

Source: Hans J. Heine, Managing Office Technology, June 1996.