2. ergonomic yusuf nugroho dy (yfn) [email protected]
TRANSCRIPT
• Greek words:“Ergos” : work
“Nomos” : natural laws or principle
Ergonomics = The Science of Work
• Oxford scientist (K.F.H. Murrel, cs) (1949) :“Ergonomics is a discipline that studies human abilities, limitations, and functions; and applies this information in designing consumer products, tools, and equipment”
• Inspired by Frederick W. Taylor (1911) “Scientific Management”
• Efficiency -> Time and Motion Study• Productivity -> Well Designed Tools
• Bethlehem steel 1907
“Taylor established the scientific fact that a first-class shoveler will do his largest day's work when he had a shovel load of 21 1/2 pounds”
• Paul Fitts (2000) LIMET :
LearningIndividual DifferencesMotivationEnvironmentTask
Human Performance
f(x)
• People are one of industry’s most important resources. People perform physical tasks of assembling and handling materials, as well as sensory and cognitive tasks such as inspecting components, issuing tools, entering data, and managing people and operations.
HUMAN ROLE
• People are also prospective customers.
If manufactured products meet the needs and desires of customers at a reasonable price, customers will buy them. In fact, the more attractive these products are and the more competitive the price, the greater the sales, and when sales improve, wages increase
HUMAN ROLE
SIPOC
• It is clear that difficulties resulting from a particular product design inspire new inventions by prompting people to identify and solve those problems.
Form Follows Failures
HUMAN CENTERED DESIGN• Designing workplaces, tools, workstations, equipment
people use in the manufacturing and service industries, as well as the products from these industries for use by people. The focus is on design for people (Lehto, 2008)
• Fitting the workplace to the worker. The better the fit, the higher the level of safety and worker efficiency.
Fitting the Task to the Human (Grandjean 1990)
HCD PRINCIPLE • Principle 1-1. Select people to fit their machines and jobs.
• Age, Physic, Skill, Behaviour, Gender
• Principle 1-2. Take advantage of human attributes by expanding requirements for human abilities so that people can better perform their roles.• Learning, Training, Growth Opportunity
• Principle 1-3. Overcome human limitations so that those limitations do not become system limitations.• Material Handling Tools (ie. forklift, hoise), magnifying glass,
computer
• Principle 1-4. Be sure that the problem identified is the right problem and that it is formulated correctly.• Need? Problem? Feasible Solution? Criteria of Performance?
• Principle 1-5. Consider the activities of interest as to whether or not people are required to exercise significant levels of skill, judgment, and/or creativity.• Man vs Machine Pros and Cons
• Principle 1-6. Find out the degree to which people enjoy being involved with these activities.• Enjoyable work
• Principle 1-7. Query human operators about their dissatisfaction to see if it is caused by: (a) a need to “feel in control,” (b) a desire for achieving self-satisfaction in task performance, or (c) perceptions of inadequacies of technology for quality of performance, or ease of use.• Focus on ©
• Principle 1-8. To the extent possible, only change the system functions that personnel in the existing system feel should be changed• Don’t be adversaries engineer, because the operator will be less
cooperative
• Principle 1-9. Consider increasing the level and number of activities for which personnel are responsible so that they will be willing to change the functions of concern.
• Principle 1-10. Be sure that the level and number of activities (tasks) allocated to each person or team forms a coherent set of activities and responsibilities, with an overall level that is consistent with the abilities and inclinations of the personnel.
• Principle 1-11. Avoid changing activities when the anticipated level of performance is likely to result in regular intervention on the part of the personnel involved.• designers must be careful of task allocations that might be analogous to
glue solvents
• Principle 1-12. Assure that all personnel involved are aware of the goals of the design and know what their roles will be after the change.
• Principle 1-13. Provide training that assists personnel in gaining any newly required abilities to exercise skill, judgment, and/or creativity and helps them to internalize the personal value of these abilities.
• Principle 1-14. Involve personnel in planning and implementing the changes from both a system-wide and individual perspective, with particular emphasis on making the implementation process minimally disruptive.
• Principle 1-15. Assure that personnel understand both the abilities and limitations of the new technology, know how to monitor and intervene appropriately, and retain clear feelings of responsibility for system operations.
CRITERIA OF PERFORMANCE
1. Speed / Time / Delivery Time• Faster better, more efficien
2. Accuracy• Zero error
Speed Accuracy=Trade Off
Slower performance speeds improve accuracy and faster speeds cause errors
“If I had more time, I would have done it better.”
3. Health and Safety
4. Ease• When jobs are easily performed, endurance improves and fewer rest
breaks are needed
5. Amount of Learning Required, Rate of Learning
6. QualityCustomer satisfaction
7. Better Moralelow turnover
8. Inline with Economic Criteria
ORGANISASI PROFESI
1. HFES (Human Factors and Ergonomics Society)
2. NIOSHNational Institute of Occupational Safety and Health
3. OSHAOccupational Safety and Health Agency
4. Ergonomics SocietyErgonomic Society in UK
5. PEIPerhimpunan Ergonomi Indonesia
Tugas II• Baca Buku Lehto, Bab II• Jelaskan :
• 1. Musculoskeletal• 2. Sensory subsystem
Minggu Depan :Presentasi dari Mahasiswa : Topic Human System