Method of Developing Ergonomic-Oriented Processes

SECTION III Service Systems

4.5 Method of Developing Ergonomic-Oriented Processes

4-8 Occupational Ergonomics: Design and Management of Work Systems

new technology. However, hidden in these costs are the quality and productivity costs that are not always apparent during the design phases. Further removed from the design arena are costs that are impacted by repeated exposure to manufacturing processes that fail to take into account human capability and capacity. These processes, over a period of time, cause cumulative trauma injuries. Costs associated with injuries are high and so are the costs due to poor quality and productivity. Human errors caused by process designs that exceed human cognitive skills lead workers into a vicious cycle of repeated injury, inefficiency, and quality problems. To break the cycle, involve the worker in evaluating the processes, and many of these effects will be avoided. The production worker may have a simple input such as, “the task is uncomfortable,” or, “is hard to understand.” These inputs boldly signal the need for change.

Identify Tools and Resources such as guidebooks and checklists.

From Getty, R. L and Getty, J. M., Significance of approaching participatory ergonomics from the macroergonomics perspective: A continuous improvement process. In F. Aghazadeh (Ed.) Advances in Industrial Ergonomics and Safety VI, (1994) pages 182 to 186 and Figure 1, with kind permission from Taylor & Francis, 1 Gunpowder Square, London.

TABLE 4.2 Task Analysis

Review Areas with Highest Productivity, Quality or Injury Problems.

Incorporate in Development of New Process.

Review Flow of Processes.

Define Inputs and Outputs of Process Increments.

Determine Interfaces: Man–Machine–Customer

From Getty, R. L and Getty, J. M., Significance of approaching participatory ergonomics from the macroergonomics perspective: A continuous improvement process. In F. Aghazadeh (Ed.) Advances in Industrial Ergonomics and Safety VI, (1994) pages 182 to 186 and Figure 1, with kind permission from Taylor & Francis, 1 Gunpowder Square, London.

TABLE 4.3 Human Capability

Compare Posture, Force, Repetition Requirements for Each Task.

Identify Specific Special Skills for Each Task.

Delineate Human System Requirements:

1. Physical 2. Endurance 3. Strength 4. Manipulative 5. Environmental 6. Cognitive

Emphasize Observation from Experience Rather Than from Analysis.

4-10 Occupational Ergonomics: Design and Management of Work Systems

TABLE 4.4 Perceptual Queues Define Resources that Assist Understanding.

Delineate Input Information that Triggers Response.

Evaluate Sufficiency of Available Queues.

Determine Flexibility to Change Physical Activity.

Assess Empowerment, Level of Decision Making and Self-Determination.

TABLE 4.5 Potential Assistance Work Aids to Provide Better Understanding.

Mechanical Assistance for Physical Demands.

Work Rate Flexibility.

Methods to Eliminate Potential Error, such as:

1. Better Flow

2. Only One Way to Install Improvement of Work Environment.

TABLE 4.6 Task Assignment

Assign Task that Conforms to Match of Operator, Machine or Customer Skills.

Design Flow that Maximizes the Success of Assigned Task.

Perform Task Analysis on New or Changed Process.

Review Task by Process Designers, Operators and Management.

Perform Trade-off Assessment for Business and Human Benefit.

TABLE 4.7 Simulation

Test and Evaluate Each Stage of Product/Process Development.

Involve Operator, End-user, Customer.

Provide Sufficient Realism to Represent Processes.

Step Two — Task Analysis

The process of task analysis performed by those most familiar with the processes takes on a new meaning when an engineer unfamiliar with the process environment performs this analysis. The research performed to develop the needs for improvement and the elements of the process increases one’s awareness of activity that in the past was taken for granted. By reviewing elements of the processes, the required interfaces, and coordination process, participants develop an important capability to suggest or initiate realistic changes.

Step Three — Human Capability

Considering the capability of those performing a process by individuals familiar with the processes is the most logical and efficient approach. It is in this area that the intuitive nature of ergonomics is most clearly illustrated. There are areas of biomechanics and anthropometry that approach the technical and must be applied by qualified individuals. However, process-operators with proper guidance can more clearly identify the details of the tasks. In addition, any peculiarities of the tasks that are unique from the textbook approach will be missed by those not familiar with the process.

Step Four — Perceptual Queues

Clearly, those familiar with processes can identify the reality and sufficiency of perceptual queues required for their accomplishment. Others not familiar with specific tasks may well see what should be available to the worker rather than what is actually present. The preferred approach would be an individual performing the process to team with another who is an observer and can inspire insight into the elements that constitute the job. Individuals in the same workplace or service process, following training observing others in different processes than their own, can detect details not seen by those performing that process.

Observers can watch another process and then have others watch their process.

Step Five — Potential Assistance

Again process-operators follow through on their experience after an orientation into ergonomic precepts.

They identify improvements that they may have observed in the past. Deficiencies of processes may have been considered numerous times by those performing the process, but they have not been provided the opportunity, nor the skills, to articulate viable solutions.

ous improvement process. In F. Aghazadeh (Ed.) Advances in Industrial Ergonomics and Safety VI, (1994) pages 182 to 186 and Figure 1, with kind permission from Taylor & Francis, 1 Gunpowder Square, London.

4-12 Occupational Ergonomics: Design and Management of Work Systems

Step Six — Task Assignment

A team provided by process designers and process-operators can best complete task assignments. Aware- ness of the work environment will provide the realism to detailed task assignments. Process-operators who have been involved with the application of ergonomics precepts from the start develop qualifications that are not easily obtainable in the average continuous improvement effort. The process itself elevates the capability of workers, service providers, and management in the performance of continuous improvement efforts.

Step Seven — Simulation

Simulation designed and accomplished by process-operators solves the majority of the deficiencies found in unrepresentative simulations. For improvement of existing processes and for the design of new processes, workers become active participants in improvement.

Step Eight — Modification

When participatory ergonomics becomes the methodology of continuous improvement, then modification becomes an ongoing activity. Becoming totally involved in the application of ergonomic precepts by process-operators, managers, and customers creates an awareness of the human element that is vital to the success of all the processes that produce an organization’s product or delivers its services.

The application of ergonomic precepts becomes a clear method of identifying with many of the goals of continuous improvement that are often missed by those closest to the processes slated for improvement.

First the application of this model must have an atmosphere that is developed by approaching change from the macroergonomic perspective. Then the participation of all elements throughout the organiza- tional structure will follow.

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