ASTM E2350-2007(2013)e1 Standard Guide for Integration of Ergonomics Human Factors into New Occupational Systems《新型职业系统中人类工效学 人性因素融合的标准指南》.pdf

《ASTM E2350-2007(2013)e1 Standard Guide for Integration of Ergonomics Human Factors into New Occupational Systems《新型职业系统中人类工效学 人性因素融合的标准指南》.pdf》由会员分享，可在线阅读，更多相关《ASTM E2350-2007(2013)e1 Standard Guide for Integration of Ergonomics Human Factors into New Occupational Systems《新型职业系统中人类工效学 人性因素融合的标准指南》.pdf（9页珍藏版）》请在麦多课文档分享上搜索。

1、Designation: E2350 07 (Reapproved 2013)1Standard 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 revisio

2、n, 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.1NOTEEditorially corrected the Appendix in February 2015.1. Scope1.1 This guide is intended to assist in the integr

3、ation ofergonomic principles into the design and planning 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

4、concerns, if any, associated with its use. It is theresponsibility 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 a

5、nd poli-cies that are implemented with the objective of enhancinghuman well-being and overall system performance through theway work is assigned or scheduled; examples may be found inAppendix X1.2.1.2 benchmarking, videntifying of best practices againstwhich to compare the effectiveness of a process

6、 or design;examples may be found in Appendix X1.2.1.3 business 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 durin

7、g the design process includingrepresentatives of those who are involved or affected by thedesign; examples may be found in Appendix X1.2.1.5 engineering controls, nphysical changes to jobs thatare implemented with the objective of enhancing humanwell-being and overall system performance through the

8、designand modification of the work equipment, facilities, orprocesses, or combinations thereof; examples may be found inAppendix X1.2.1.6 ergonomics/human factors, nscientific disciplineconcerned with the understanding of interactions among hu-mans and other elements of a system and the profession t

9、hatapplies theory, principles, data, and methods to design 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 ergo

10、nomics into new occupa-tional systems including both general ergonomic resources,such as those found in the bibliography, and the experiences ofthe organization.2.1.8.1 general knowledge base, nergonomic textbooks,guidelines, recommendations, reports of other companiesergonomic programs, and so fort

11、h.2.1.8.2 internal knowledge base, norganized account ofthe organizations 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 bas

12、e for use atlater design stages, and after the completion of a 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 dyn

13、amicmotion), repetition, awkward or static postures, contact stress,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.1This guide is u

14、nder the jurisdiction of ASTM Committee E34 on OccupationalHealth and Safety and is the direct responsibility of Subcommittee E34.80 onIndustrial Heath.Current edition approved July 1, 2013. Published July 2013. Originally approvedin 2007. Last previous edition approved in 2007 as E2350 - 07. DOI: 1

15、0.1520/E2350-07R13E01.Copyright ASTM International, 100 Barr Harbor Drive, PO Box C700, West Conshohocken, PA 19428-2959. United States12.1.10 occupational system, nintegrated collection ofpersonnel, facilities, equipment, tools, raw materials,techniques, and other resources organized to produce a p

16、roductor 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:Physical strength, endurance, agility, and skill andMental abilities, techniques, and knowl

17、edge developedthrough training, experience, and education. Examples may befound in Appendix X1.3. 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, proceedi

18、ng 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 qualities and quantities of the end productor service.3.3 After identifying the re

19、quired 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 results of the analysis, the businessoutcome or jobs may be modified or actio

20、n 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 issues eithernot considered or not apparent in previous stages. After thesyste

21、m 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 capabilities and limitations.4.2 Jobs and tasks that conform to worker cap

22、abilities 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 systemfailures and inefficiencies.4.4 The integration of ergonomic principles at the

23、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 that fit the capabilities of larger popula-tion segments may increase an orga

24、nizations 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, andillnesses.4.7 The bibliography contains a list of reference materialstha

25、t may be useful in particular applications. All appendixesare nonmandatory.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 process. They include representatives of those whoare involved or aff

26、ected by the design. Design team membersmay include representatives from engineering, 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 knowledgebase

27、s, 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 product or servicedetermine what can and cannot be altered during the de

28、signprocess. 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 percentage of defects), and5.3.6 The quantity of the product to be produced

29、, 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 will be added to the knowledge base, it will grow andbecome essential to t

30、he 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 toidentify experiences not added to the knowledge base. SeeSection 2 for mo

31、re 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 injury experience,and delivery performance.6. Evaluation of Process Elemen

32、ts6.1 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 number ofE2350 07 (2013)12FIG. 1 Getting StartedE2350 07 (2013)13iterati

33、ons or what should be addressed in each iteration.Examples of issues to address may be found in Appendix X1.6.1.1 Identify Physical ComponentsIdentify equipment,machinery, materials, facilities, work environment, and soforth. Examples of elements to consider may be found inAppendix X1.6.1.2 Identify

34、 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 X1.FIG. 2 Evaluation of Process ElementsE235

35、0 07 (2013)146.1.3 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 capabilitiesand limitations that will be required by the process. Analyzethe anticipated p

36、erformance requirements of the processes.Evaluate the jobs and conduct an occupational ergonomic riskanalysis. Examples of elements to consider may be found inAppendix X1.6.1.4.1 If worker capabilities or limitations are notexceededAdd the information to the project knowledge baseand continue to the

37、 next level of evaluation.6.1.4.2 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 product or service as defined in the businessoutcome

38、.(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, repeat the analysis.(3) Defer actionIf the ta

39、sk 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 performance limits, either modify the task al

40、loca-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 relative likelihood or severity of loss orfail

41、ure.(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 return when combined withworker performance gain

42、s.(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 check will help determine if earlierevaluatio

43、ns 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 corrections made.7.1.1 Operational and Physical C

44、omponents 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 worker capabilities or limitations are notexceeded

45、Add this information to the project knowledge base,and complete the evaluation by 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 t

46、he 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 ergonomics; human factors; occupational system; pro

47、-cess design; work; work evaluationE2350 07 (2013)15APPENDIXES(Nonmandatory Information)X1. TERMINOLOGY EXAMPLESX1.1 BenchmarksX1.1.1 The following is a nonexclusive list of benchmarksthat may be appropriate to consider in the implementation ofthis guide.Cost per unitDowntimeAbsenteeismTurnover rate

48、Delivery performanceWorkers compensation, illness and injury experienceOtherX1.1.2 Design TeamThe following is a nonexclusive list of potential members ofthe design team.engineeringhuman factors and ergonomicslabor/workersmaintenancemarketingsupervisors/managersvendorshealthcare providersotherX1.1.3

49、 Administrative ControlsThe following is a nonexclusive list of administrativecontrols that may be appropriate to consider in the implemen-tation of the guideline.employee rotationjob enlargementemployer-authorized changes in the pace of workotherX1.1.4 Engineering ControlsThe following is a nonexclusive list of engineering controlsthat may be appropriate to consider in the implementation ofthe guideline.workstation modificationschanges to tools or equipmentfacility redesignsaltering production processeschanging or modifying the ma