ASTM E2350-2007(2013) Standard Guide for Integration of Ergonomics Human Factors into New Occupational Systems《将人机工程学 人类因素整合到新的职业系统的标准指南》.pdf

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1、Designation: E2350 07 (Reapproved 2013)Standard Guide forIntegration of Ergonomics/Human Factors into NewOccupational Systems1This standard is issued under the fixed designation E2350; the number immediately following the designation indicates the year oforiginal adoption or, in the case of revision

2、, the year of last revision. A number in parentheses indicates the year of last reapproval. Asuperscript epsilon () 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

3、of newoccupational 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 therespon

4、sibility of the user of this standard to establish appro-priate safety and health practices and determine the applica-bility of regulatory limitations prior to use.2. Terminology2.1 Definitions:2.1.1 administrative controls, nwork practices and poli-cies that are implemented with the objective of en

5、hancinghuman well-being and 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 busi

6、ness outcome, nrequired products 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

7、 are involved or affected by 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,

8、orprocesses, or combinations thereof; examples may be found inAppendix 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

9、 tooptimize human well-being and overall system performance.(International Ergonomics Society)2.1.7 job, nset of tasks performed by one or more work-ers.2.1.8 knowledge base, norganized body of informationapplicable to the integration of ergonomics into new occupa-tional systems including both gener

10、al ergonomic resources,such as those found in Appendix 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 org

11、anizations positive and negative experiences withoccupational 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

12、project, theproject knowledge base is integrated into 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 st

13、ress,vibration, and physiological and environmental 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 ofpersonnel, facilities, equ

14、ipment, tools, raw materials,techniques, and other resources organized to produce a productor 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

15、guide is under the jurisdiction of ASTM Committee E34 on OccupationalHealth and Safety and is the direct responsibility of Subcommittee E34.85 onErgonomics.Current edition approved July 1, 2013. Published July 2013. Originally approvedin 2007. Last previous edition approved in 2007 as E2350 - 07. DO

16、I: 10.1520/E2350-07R13.Copyright ASTM International, 100 Barr Harbor Drive, PO Box C700, West Conshohocken, PA 19428-2959. United States1Physical strength, endurance, agility, and skill andMental abilities, techniques, and knowledge developedthrough training, experience, and education. Examples may

17、befound in Appendix X2.3. Summary of Guide3.1 This guide facilitates the integration of ergonomicprinciples into the design of occupational systems. It isassumed that there will be more than one iteration of theprocess, proceeding from the general and becoming moredetailed with each iteration. The n

18、umber of iterations willdepend on the complexity of the process.3.2 The evaluation begins by defining the business outcome,that is, the essential qualities and quantities of the end productor service.3.3 After identifying the required process elements (physi-cal and operational components), tasks ar

19、e 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 results of the analysis, the businessoutcome or jobs may be modified or action deferred to a lateriteration.3.6 Throughout the process, the knowledge

20、 gained is addedto the knowledge base.3.7 The operational audit evaluates the system as the designnears completion. It identifies and evaluates those issues eithernot considered or not apparent in previous stages. After thesystem is operational, periodic audits evaluate the effectivenessof the desig

21、n.4. Significance and Use4.1 Integrating ergonomic principles into new occupationalsystems may help businesses develop processes that do notexceed worker capabilities and limitations.4.2 Jobs and tasks that conform to worker capabilities andlimitations may be performed more efficiently, safely, andc

22、onsistently than those that do not.4.3 The application of ergonomic principles to the processesinvolved in occupational systems may help avoid systemfailures and inefficiencies.4.4 The integration of ergonomic principles at the earlieststages of process concept and design may facilitate appropriated

23、esign, layout, and allocation of resources and may reduce oreliminate the necessity for later redesign that could have beenforeseen.4.5 Designing jobs that fit the capabilities of larger popula-tion segments may increase an organizations accessibility tothe available labor pool.4.6 The integration o

24、f ergonomic principles into occupa-tional systems may increase profit by lowering direct andindirect costs associated with preventable losses, injuries, andillnesses.4.7 Appendix X1 contains a list of reference materials thatmay be useful in particular applications. All appendixes arenonmandatory.5.

25、 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 process. They include representatives of those whoare involved or affected by the design. Design team membersmay include representatives from engi

26、neering, labor,maintenance, marketing, vendors, safety and healthprofessionals, and so forth, as appropriate.5.2 Allocate ResponsibilityAppoint members of the de-sign team to be responsible for maintaining the knowledgebases, benchmarking, and the scheduling and performing ofperiodic audits.5.3 Busi

27、ness OutcomeDetermine the desired and essentialattributes of the end product or service of the occupationalsystem. The essential attributes of the end product or servicedetermine what can and cannot be altered during the designprocess. They may include:5.3.1 Manufacturing and assembly items,5.3.2 Se

28、rvices 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 percentage of defects), and5.3.6 The quantity of the product to be produced, includingprojections of future requirements.5.4 Knowledge BaseEstablish a k

29、nowledge base. Once aformal knowledge base exists, it will be used as a resource forthe design project. Because experience gained during eachproject will be added to the knowledge base, it will grow andbecome essential to the design process. It includes the general,internal, and project knowledge ba

30、ses. When first beginning touse this guide, it will be helpful to investigate similar occupa-tional processes to see how problems were resolved and toidentify experiences not added to the knowledge base. SeeSection 2 for more information.5.5 BenchmarkingIdentify benchmarks by which to judgethe effec

31、tiveness of the process or design. Benchmarks mayinclude cost per unit, downtime, absenteeism, turnover rate,workers compensation costs, illness and injury experience,and delivery performance.6. Evaluation of Process Elements6.1 The evaluation of process elements is iterative (see Fig.2). It begins

32、with a broad identification of the issues andbecomes more detailed with each iteration. Because eachprocess is unique, this guide does not specify the number 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 C

33、omponentsIdentify equipment,machinery, materials, facilities, work environment, and soforth. Examples of elements to consider may be found inAppendix X2.6.1.2 Identify Operational ComponentsIdentify opera-tional procedures and process elements: production methods,E2350 07 (2013)2FIG. 1 Getting Start

34、edE2350 07 (2013)3manufacturing and assembly activities, cycle times, materialshandling, quality control, and so forth. Examples of elementsto consider may be found in Appendix X2.6.1.3 Task AllocationAllocate tasks to workers or ma-chines. This will be based primarily on the knowledge base,that is,

35、 experience with similar designs.6.1.4 Job EvaluationDetermine the workforce capabilitiesand limitations that will be required by the process. Analyzethe anticipated performance requirements of the processes.Evaluate the jobs and conduct an occupational ergonomic riskanalysis. Examples of elements t

36、o consider may be found inAppendix X2.FIG. 2 Evaluation of Process ElementsE2350 07 (2013)46.1.4.1 If worker capabilities or limitations are notexceededAdd the information to the project knowledge baseand continue to the next level of evaluation.6.1.4.2 If worker capabilities or limitations are exce

37、ededModify the business outcome, task allocation, or add controls(engineering or administrative or both).(1) Change the business outcomeIt may be possible tomodify the product or service as defined in the businessoutcome.(2) Modify the task allocationReview the task allocationand, if possible, modif

38、y those issues that have caused theconflict, including engineering or administrative controls orboth or reallocation of tasks to machines. After modifying thetask allocation, repeat the analysis.(3) Defer actionIf the task allocation cannot be altered,defer action to a later iteration.6.1.4.3 If no

39、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 performance limits, either modify the task alloca-tion so that the requirements do not exceed worker capabilitiesand limitati

40、ons, 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 relative likelihood or severity of loss orfailure.(2) Determine if controls are feasible.(3) Determine if controls can be adde

41、d 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 return when combined withworker performance gains.(5) Reexamine the business outcome.(6) Assess validity of underlying assumptio

42、ns 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 check will help determine if earlierevaluations correctly identified and controlled the ergonomicissues. If decisions made in

43、 the evaluation of process elementsresult in jobs that exceed or might exceed workers capabilitiesand limitations, the steps in Section 6 shall be repeated andappropriate corrections made.7.1.1 Operational and Physical Components AuditDoesthe project knowledge base identify any issues not addressedd

44、uring 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 worker capabilities or limitations are notexceededAdd this information to the project knowledge base,and complete the evaluation b

45、y scheduling a follow up audit.7.1.2.2 If worker capabilities or limitations are exceededMake changes to bring performance within worker capabilities.8. Periodic Audit8.1 Schedule audits on a periodic basis.8.2 Compare the performance of the system to the bench-marks established in 5.5.8.3 Particula

46、r attention should be paid to monitoring thosejobs or tasks where changes have resulted in conditions thatmay exceed workers capabilities and limitations.9. Keywords9.1 ergonomics; human factors; occupational system; pro-cess design; work; work evaluationE2350 07 (2013)5APPENDIXES(Nonmandatory Infor

47、mation)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, 1997(2) Alexander, D., The Practice and Management of IndustrialErgonomics, Prentice-Hall, Englewood Cliffs, NJ, 19

48、86(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) Booher, H. R., Ed., MAN PRINT: An Approach to Systems Integration,Van Nostrand, New York, 1990(5) Civilian American a

49、nd 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). Permission rights to photocopy the standard may also be secured from the ASTM website (www.astm.org/COPYRIGHT/).E2350 07 (2013)10