Krasimir Markov



Stress Optimization for Performance Improvement of Direct Workers from the Automotive Industry in Bulgaria

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The automotive industry is one of the most dynamic among the industries. Every day the direct workers in this industry have to produce certain number of vehicles or components and this production has to be in required quantity and quality. These two preconditions are common cause of high stress levels in the workers. The high stress levels have impact on their performance and as a result low quantity and/or low quality. The purpose of the article is to investigate the performance improvement of direct workers from the automotive industry in Bulgaria when it is applied stress optimization. The investigation uses human resources and variety of methods in order to accomplish the purpose. The human resources represent 3 work teams with a total of 14 direct workers from several companies from the automotive industry in Bulgaria. Different methods are applied to the individual teams in order to assess the performance more accurately – 1st team was chosen for control team, 2nd team – stress management, 3rd team – stress and time management. Initial and final surveys were conducted to assess worker’s stress levels before the beginning and after the end of the investigation. The performance is monitored by OEE. The results for the performance show that the OEE for the 1st team is almost the same, the OEE for the 2nd team raises with 16% and the OEE for the 3rd team raises with 23%. The results for the stress levels shows that 1st team remain almost the same levels (high stress levels), 2nd team – reduction from high to moderate levels, 3rd team – reduction from high to low/moderate stress levels.


automotive industry, stress management, time management, performance, stress levels, Overall Equipment Effectiveness (OEE)


Cite this paper

Krasimir Markov. (2019) Stress Optimization for Performance Improvement of Direct Workers from the Automotive Industry in Bulgaria. International Journal of Economics and Management Systems, 4, 65-72


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