ASTM E2350-2007 Standard Guide for Integration of Ergonomics Human Factors into New Occupational Systems《新型职业系统中人类工效学 人性因素的融合用标准指南》.pdf

《ASTM E2350-2007 Standard Guide for Integration of Ergonomics Human Factors into New Occupational Systems《新型职业系统中人类工效学 人性因素的融合用标准指南》.pdf》由会员分享，可在线阅读，更多相关《ASTM E2350-2007 Standard Guide for Integration of Ergonomics Human Factors into New Occupational Systems《新型职业系统中人类工效学 人性因素的融合用标准指南》.pdf（9页珍藏版）》请在麦多课文档分享上搜索。

1、Designation: E 2350 07Standard Guide forIntegration of Ergonomics/Human Factors into NewOccupational Systems1This standard is issued under the fixed designation E 2350; the number immediately following the designation indicates the year oforiginal adoption or, in the case of revision, the year of la

2、st revision. A number in parentheses indicates the year of last reapproval. Asuperscript epsilon (e) indicates an editorial change since the last revision or reapproval.1. Scope1.1 This guide is intended to assist in the integration ofergonomic principles into the design and planning of newoccupatio

3、nal systems from the earliest design stages throughimplementation. Doing so may reduce or eliminate the neces-sity for later redesign that could have been foreseen.1.2 This standard does not purport to address all of thesafety concerns, if any, associated with its use. It is theresponsibility of the

4、 user of this standard to establish appro-priate safety and health practices and determine the applica-bility of regulatory limitations prior to use.2. Terminology2.12.1.1 administrative controls, nwork practices and poli-cies that are implemented with the objective of enhancinghuman well-being and

5、overall system performance through theway work is assigned or scheduled; examples may be found inAppendix X2.2.1.2 benchmarking, videntifying of best practices againstwhich to compare the effectiveness of a process or design;examples may be found in Appendix X2.2.1.3 business outcome, nrequired prod

6、ucts or services orboth, that is, the desired and essential qualities and quantities ofthe end product of the occupational system.2.1.4 design team, ndepartments or individuals or bothinvolved in or consulted during the design process includingrepresentatives of those who are involved or affected by

7、 thedesign; examples may be found in Appendix X2.2.1.5 engineering controls, nphysical changes to jobs thatare implemented with the objective of enhancing humanwell-being and overall system performance through the designand modification of the work equipment, facilities, and/orprocesses; examples ma

8、y be found in Appendix X2.2.1.6 ergonomics/human factors, nscientific disciplineconcerned with the understanding of interactions among hu-mans and other elements of a system and the profession thatapplies theory, principles, data, and methods to design tooptimize human well-being and overall system

9、performance.(International Ergonomics Society)2.1.7 job, nset of tasks performed by one or moreworkers.2.1.8 knowledge base, norganized body of informationapplicable to the integration of ergonomics into new occupa-tional systems including both general ergonomic resources,such as those found inAppen

10、dix X1, and the experiences of theorganization.2.1.8.1 general knowledge base, nergonomic textbooks,guidelines, recommendations, reports of other companiesergonomic programs, and so forth.2.1.8.2 internal knowledge base, norganized account ofthe organizations positive and negative experiences withoc

11、cupational processes.2.1.8.3 project knowledge base, nworking collection ofexperiences for the current project in which decisions made ateach stage are added to the project knowledge base for use atlater design stages, and after the completion of a project, theproject knowledge base is integrated in

12、to the internal knowl-edge base.2.1.9 occupational ergonomic risk analysis,noccupational ergonomic risk analysis may include, but isnot limited to, the evaluation of force (including dynamicmotion), repetition, awkward or static postures, contact stress,vibration, and physiological and environmental

13、 factors such astemperature and other ambient air conditions and occupationalergonomic risks can be affected by workers lifestyles andother nonoccupational risk elements.2.1.10 occupational system, nintegrated collection of per-sonnel, facilities, equipment, tools, raw materials, techniques,and othe

14、r resources organized to produce a product or service.2.1.11 task, ngroup of related activities that comprises acomponent of a job.2.1.12 workers capabilities and limitations, nthose per-sonal characteristics that workers bring to a job, such as:1This guide is under the jurisdiction of ASTM Committe

15、e E34 on OccupationalHealth and Safety and is the direct responsibility of Subcommittee E34.85 onErgonomics.Current edition approved April 1, 2007. Published June 2007.1Copyright ASTM International, 100 Barr Harbor Drive, PO Box C700, West Conshohocken, PA 19428-2959, United States.Physical strength

16、, endurance, agility, and skill andMental abilities, techniques, and knowledge developedthrough training, experience, and education. Examples may befound in Appendix X2.3. Summary of Guide3.1 This guide facilitates the integration of ergonomicprinciples into the design of occupational systems. It is

17、assumed that there will be more than one iteration of theprocess, proceeding from the general and becoming moredetailed with each iteration. The number of iterations willdepend on the complexity of the process.3.2 The evaluation begins by defining the business outcome,that is, the essential qualitie

18、s and quantities of the end productor service.3.3 After identifying the required process elements (physi-cal and operational components), tasks are allocated to ma-chines or workers.3.4 The jobs are then analyzed to determine if they exceedworker capabilities and limitations.3.5 Depending on the res

19、ults of the analysis, the businessoutcome or jobs may be modified or action deferred to a lateriteration.3.6 Throughout the process, the knowledge gained is addedto the knowledge base.3.7 The operational audit evaluates the system as the designnears completion. It identifies and evaluates those issu

20、es eithernot considered or not apparent in previous stages. After thesystem is operational, periodic audits evaluate the effectivenessof the design.4. Significance and Use4.1 Integrating ergonomic principles into new occupationalsystems may help businesses develop processes that do notexceed worker

21、capabilities and limitations.4.2 Jobs and tasks that conform to worker capabilities andlimitations may be performed more efficiently, safely, andconsistently than those that do not.4.3 The application of ergonomic principles to the processesinvolved in occupational systems may help avoid systemfailu

22、res and inefficiencies.4.4 The integration of ergonomic principles at the earlieststages of process concept and design may facilitate appropriatedesign, layout, and allocation of resources and may reduce oreliminate the necessity for later redesign that could have beenforeseen.4.5 Designing jobs tha

23、t fit the capabilities of larger popula-tion segments may increase an organizations accessibility tothe available labor pool.4.6 The integration of ergonomic principles into occupa-tional systems may increase profit by lowering direct andindirect costs associated with preventable losses, injuries, a

24、ndillnesses.4.7 Appendix X1 contains a list of reference materials thatmay be useful in particular applications. All appendixes arenonmandatory.5. Getting Started (see Fig. 1)5.1 Design TeamIdentify the departments or individualsor both who should be on the design team or consulted duringthe design

25、process. They include representatives of those whoare involved or affected by the design. Design team membersmay include representatives from engineering, labor, mainte-nance, marketing, vendors, safety and health professionals, andso forth, as appropriate.5.2 Allocate ResponsibilityAppoint members

26、of the de-sign team to be responsible for maintaining the knowledgebases, benchmarking, and the scheduling and performing ofperiodic audits.5.3 Business OutcomeDetermine the desired and essentialattributes of the end product or service of the occupationalsystem. The essential attributes of the end p

27、roduct or servicedetermine what can and cannot be altered during the designprocess. They may include:5.3.1 Manufacturing and assembly items,5.3.2 Services to be provided,5.3.3 Material to be delivered to the customer,5.3.4 Specifications and acceptable tolerances,5.3.5 Quality levels (allowable perc

28、entage of defects), and5.3.6 The quantity of the product to be produced, includingprojections of future requirements.5.4 Knowledge BaseEstablish a knowledge base. Once aformal knowledge base exists, it will be used as a resource forthe design project. Because experience gained during eachproject wil

29、l be added to the knowledge base, it will grow andbecome essential to the design process. It includes the general,internal, and project knowledge bases. When first beginning touse this guide, it will be helpful to investigate similar occupa-tional processes to see how problems were resolved and toid

30、entify experiences not added to the knowledge base. SeeSection 2 for more information.5.5 BenchmarkingIdentify benchmarks by which to judgethe effectiveness of the process or design. Benchmarks mayinclude cost per unit, downtime, absenteeism, turnover rate,workers compensation costs, illness and inj

31、ury experience,and delivery performance.6. Evaluation of Process Elements6.1 The evaluation of process elements is iterative (see Fig.2). It begins with a broad identification of the issues andbecomes more detailed with each iteration. Because eachprocess is unique, this guide does not specify the n

32、umber ofiterations or what should be addressed in each iteration.Examples of issues to address may be found in Appendix X2.6.1.1 Identify Physical ComponentsIdentify equipment,machinery, materials, facilities, work environment, and soforth. Examples of elements to consider may be found inAppendix X2

33、.6.1.2 Identify Operational ComponentsIdentify opera-tional procedures and process elements: production methods,manufacturing and assembly activities, cycle times, materialshandling, quality control, and so forth. Examples of elementsto consider may be found in Appendix X2.E2350072FIG. 1 Getting Sta

34、rtedE23500736.1.3 Task AllocationAllocate tasks to workers or ma-chines. This will be based primarily on the knowledge base,that is, experience with similar designs.6.1.4 Job EvaluationDetermine the workforce capabili-ties and limitations that will be required by the process.Analyze the anticipated

35、performance requirements of theprocesses. Evaluate the jobs and conduct an occupationalergonomic risk analysis. Examples of elements to considermay be found in Appendix X2.6.1.4.1 If worker capabilities or limitations are notexceededAdd the information to the project knowledge baseand continue to th

36、e next level of evaluation.FIG. 2 Evaluation of Process ElementsE23500746.1.4.2 If worker capabilities or limitations are exceededModify the business outcome, task allocation, or add controls(engineering or administrative or both).(1) Change the business outcomeIt may be possible tomodify the produc

37、t or service as defined in the businessoutcome.(2) Modify the task allocationReview the task allocationand, if possible, modify those issues that have caused theconflict, including engineering or administrative controls orboth or reallocation of tasks to machines. After modifying thetask allocation,

38、 repeat the analysis.(3) Defer actionIf the task allocation cannot be altered,defer action to a later iteration.6.1.4.3 If no conclusion can be easily reached or if theextent of worker interaction has not yet been determinedIfthere is insufficient knowledge or if the job demands appear tobe close to

39、 performance limits, either modify the task alloca-tion so that the requirements do not exceed worker capabilitiesand limitations, plan for controls at a later stage, or includeother considerations that may help decide if changes areneeded. In this event, several steps can be taken:(1) Estimate the

40、relative likelihood or severity of loss orfailure.(2) Determine if controls are feasible.(3) Determine if controls can be added at a later stage in theprocess so that action is not required during this stage.(4) Identify possible benefits of modification or change thatcould generate a value added re

41、turn when combined withworker performance gains.(5) Reexamine the business outcome.(6) Assess validity of underlying assumptions to futurebusiness.7. Audit7.1 At the completion of the evaluation, perform an audit ofthe business outcome; all processes, steps, and activities; andtask allocations. This

42、 check will help determine if earlierevaluations correctly identified and controlled the ergonomicissues. If decisions made in the evaluation of process elementsresult in jobs that exceed or might exceed workers capabilitiesand limitations, the steps in Section 6 shall be repeated andappropriate cor

43、rections made.7.1.1 Operational and Physical Components AuditDoesthe project knowledge base identify any issues not addressedduring earlier stages?7.1.2 Worker-Task Interaction AuditHave all jobs andtasks been evaluated for performance requirements and com-pared to the knowledge base?7.1.2.1 If work

44、er capabilities or limitations are notexceededAdd this information to the project knowledgebase, and complete the evaluation by scheduling a follow upaudit.7.1.2.2 If worker capabilities or limitations are exceededMake changes to bring performance within worker capabilities.8. Periodic Audit8.1 Sche

45、dule audits on a periodic basis.8.2 Compare the performance of the system to the bench-marks established in 5.5.8.3 Particular attention should be paid to monitoring thosejobs or tasks where changes have resulted in conditions thatmay exceed workers capabilities and limitations.9. Keywords9.1 ergono

46、mics; human factors; occupational system; pro-cess design; work; work evaluationE2350075APPENDIXES(Nonmandatory Information)X1. BIBLIOGRAPHYX1.1 This appendix is provided to assist in the implemen-tation of this guide.(1) Alexander, D., Ergonomics Design Guidelines, Auburn EngineersPress, Auburn, AL

47、, 1997(2) Alexander, D., The Practice and Management of Industrial Ergonom-ics, Prentice-Hall, Englewood Cliffs, NJ, 1986(3) G-2001 Ergonomics Guideline for VDT (Visual Display Terminal)Furniture Used in Offce Work Spaces, Business and InstitutionalManufacturers Association, Grand Rapids, MI, 2001(4

48、) Booher, H. R., Ed., MAN PRINT: An Approach to Systems Integration,Van Nostrand, New York, 1990(5) Civilian American and European Surface Anthropometry ResourceProject (CAESAR), Society of Automotive Engineers, Detroit, 2002(6) Corlett, E. N. and Clark, T. S., The Ergonomics of Workspaces andMachines: A Design Manual, 2nd ed., Taylor or through the ASTM website(www.astm.org).E2350079