Introduction:
The summary of 23 highly useful ‘‘lessons learned’’ in applying ergonomics to the analysis and design of systems, and supporting documentation is presented here. This will be useful to ergonomists in various ways, including applying ergonomics to system analysis and design and ‘‘selling’’ ergonomics programs and projects to clients, or to one’s own management. As used herein, a ‘‘system’’ can be as simple as a single person with a tool to as complex as a multinational corporation.
The summary of 23 highly useful ‘‘lessons learned’’ in applying ergonomics to the analysis and design of systems, and supporting documentation is presented here. This will be useful to ergonomists in various ways, including applying ergonomics to system analysis and design and ‘‘selling’’ ergonomics programs and projects to clients, or to one’s own management. As used herein, a ‘‘system’’ can be as simple as a single person with a tool to as complex as a multinational corporation.
Summary of the
‘‘lessons learned’’, described herein
- The
science and practice of ergonomics is the same throughout the world
The
emphasis on particular facets or applications of ergonomics may differ from
country to country, but the ergonomics professionals are concerned with design
of the interfaces between humans and the other system components for improving
health, safety, comfort and productivity, including quality, and reducing
design induced human error. As practiced universally, the over-all goal of
human factor professionals is to improve the quality of human life.
- Its
unique technology defines and scopes ergonomics as a discipline
As a practice, ergonomists around the world apply
human–system interface
technology
(HSIT) to the design or modification of systems to enhance safety,
health,
comfort, and performance, including productivity and quality. These goals are
achieved through applying HSIT to the analysis, design, test and evaluation,
standardization,
and control of systems. It is the development and application of HSIT that both
identifies ergonomics as a unique, scientifically based discipline and defines
its current scope. HSIT, in turn, has at least five identifiable major
components
Ø Human–machine interface technology or hardware ergonomics
Ø Human–environment interface technology or environmental ergonomics
Ø Human–software interface technology or cognitive ergonomics
Ø Human–job interface technology or work design ergonomics
Ø Human–organization interface technology, or macro ergonomics
- Ergonomics
technology can be applied to any system, product, or built
environment
All
socio-technical systems involve the interface of humans with other system
components. All human–system interfaces require consideration of the same human
capabilities,
limitations and other characteristics. All require the application of the same
scientifically based HSIT.
- Ergonomics
is not simply a lay person’s ‘‘common sense’’; professional expertise
is
required
Unfortunately, from the author’s experience, there
are many persons who call themselves ergonomists or human factors specialists
who have virtually no education and training in HSIT and its application. The
development of professional certification programs in ergonomics—such as the
Euro Ergonomist (CREE) and the IEA endorsed Board of Certification in
Professional Ergonomics (BCPE) programs—serves to help organizations identify
persons who have the necessary professional education, training, and experience
in HSIT.
- Good
ergonomics projects typically give a direct cost–benefit of from 1 to 2,
to 1 to 10+, with a typical
pay-back period of 6–24 months
Of particular note is the fact that life cycle cost
savings can be of even greater importance than the initial direct savings.
- Effective
ergonomics programs on large system development projects take only 1% of the engineering design budget
- The
earlier ergonomics is applied in design, the cheaper the cost and greater
the
Benefit
The earlier there is professional ergonomics
participation in the design team’s work, the less costly is the effort. From the author’s experience, the ergonomics portion
of the engineering budget increases when ergonomists
are brought in late in the project because serious human–system interface
problems have surfaced that require major retrofits in order to correct them.
The same trend in costs also applies to software development.The cost of
catching and solving ergonomic usability design problems early in the software
design process costs about one-fourth of what the same changes made late would
cost.
- The
language of business is money
Managers have to justify any expenditure in terms
of the cost–benefit ratio—how the project will affect the bottom line.
Accordingly, we must express ergonomic project proposals in financial terms.
Costs include such things as the cost of personnel, equipment, and materials,
any reduced productivity or loss of sales during implementation, and overhead
costs. Benefits include personnel savings; reductions in scrap, rejects,
production parts, material, and overhead; and increases in output, sales, or
company stock value. It is important for us to conduct a cost–benefit analysis
of the various feasible ergonomic solutions, and be prepared to present our
analyses to management in a clear and precise manner.
- Costs and
benefits of ergonomics projects must be measured
We must measure the actual costs and benefits of
our projects to show the actual value added of ergonomics—and share that
information with others. It is through actual documentation of our value added
that we gain credibility with decision-makers and get new opportunities to
apply our knowledge.
- The
trade-off diamond is a useful tool for evaluating interventions
Imagine a diamond in which the shape can change to
lengthen or shorten one of the four points, and that each of the points
represents a basic intervention strategy: (a) personnel selection, (b)
training, (c) human–system interface design, and (d) job performance aids. In
general, as one of these points gets ‘‘lengthened’’ or implemented, the need
for the other strategy points diminish. Thus, if one better designs the
human–system interfaces, the need for additional training or hiring people with
a higher skill level diminishes.
- Ergonomic
improvements to reduce accidents and work-related musculoskeletal
disorders usually improve productivity—and vice versa
- Pick
the ‘‘low hanging fruit’’ first
Obtain quick results from micro-ergonomic
interventions to gain credibility with management. Then you are in a position
to make macro ergonomic improvements to work systems. This typically is
accomplished by selecting those obvious deficiencies that readily can be fixed
and show positive results quickly, such as excessive lifting and awkward
postures.
13.
Look
for the simple, economic solution first
14. Less
tangible benefits from ergonomic improvements also can have a significant
economic impact
Included can be improved employee satisfaction and
commitment, which leads to ‘‘good citizenship’’ behaviour (e.g., willingness to
work overtime to get the job done, and better collaboration with others or
other departments) and an improved corporate image, which can result in less
governmental scrutiny and better community relations can have a positive
financial impact.
15. Employee
ergonomics training is important to safety and productivity
16. Real
management commitment essential: deeds, not just words
Real commitment gets reflected by such things as
hiring qualified ergonomics and safety professionals, providing ergonomics
training to all employees, implementing and supporting ergonomics and safety
committees, funding appropriate risk analyses, and funding follow-up corrective
actions when they can be justified from a cost–benefit standpoint.
17.
Collaboration invariably works better than confrontation
When the ergonomist respects the ownership and
design expertise of the design engineer for his/her part of the project, and is
collaboratively supportive of that engineer, that engineer is likely to be far
more open to, and accepting of, the ergonomist’s input.
18. Ergonomists can be effective system
integrators on system development projects
Because ergonomists get involved in the ergonomic
design aspects of all system components and subsystems, they are likely to know
more about the entire system than any other single engineer. They thus can
sometimes see possibilities that others miss.
19. OSHA guidelines really do work
In
every case where the OSHA guidelines for a professional ergonomics program have
been implemented, the organization has experienced significant reductions in
lost time accidents and injuries (and often, improved productivity). On the other hand, in those cases where major elements of
the OSHA guidelines have not been implemented, the ergonomics and safety
programs was found to be inadequate and the accident and injury rate to be
unnecessarily high and, often, productivity to be sub-optimal. This is not
surprising in that the OSHA guidelines are based on extensive research on what
actually works and does not work.
20.
Participatory ergonomics is a proven methodology for ensuring that the derived
benefits of a macro ergonomic
intervention will last
Employees best know the problems with their jobs
and which ergonomic alternatives will be most satisfying to them. When, through
participatory ergonomics, they are involved in the process, they are likely to
‘‘buy in’’ to the work system changes.
21.
True macro ergonomics interventions typically achieve a 50–90% improvement
in one or more work system effectiveness
criteria
The use of a macro ergonomic approach
for implementing TQM at L.L. Bean, a US manufacturer and mail order catalogue
distributor of high quality clothing (Rooney et
al., 1993). Using methods similar to those for
Imada’s petroleum distribution company intervention, but with TQM as the
primary objective, over a 70% reduction in lost time accidents and injuries was
achieved within a 2-year period in both the production and distribution
divisions of the company.
22.
Human-centered design of products and systems is the sure way to success
23. Ride
the coattails of the latest management fad
One way to sell a macro ergonomics intervention is
to integrate it with whatever is the hot management program or fad at the time.
Conclusion:
This
issue states that Ergonomists have a responsibility to document the cost–benefit
analysis of a proposed ergonomics project and advertise those results to
management, government decision-makers, and the public in general. It is only
through these efforts that they can raise the consciousness of others to the
value of ergonomics and gain their support. To achieve the potential of
ergonomics, the scientific literature need to be translated into practical
‘‘how to’’ guidelines and specifications for practical engineering design use.
Much research is needed to determine the outcome predictability of our
interventions. At present, at best, outcomes can be predicted within a broad
range only. Given the rapid advancements in technology and the profound
challenges those changes will provide for this discipline, research is needed
to ensure that the knowledge base of Ergonomists is adequate to meet those
changes.