Assistant Prof. Abed Schokry. Work Design and Industrial Ergonomics. Second Semester

Transcription

1 Department of Industrial Engineering Assistant Prof. Abed Schokry Work Design and Industrial Ergonomics Second Semester Learning Outcomes After careful studying this section, You should be able to Describe the history of Ergonomics development and the role of the industrial revolution in this history, Speak about the names of scientists und their contribution to Ergonomics like Taylor, Ford, Gilbreth,.. Discuss the concept of Work smart not Hard, Use Your brain Not Your back, Explain the classic Ergonomics approach: Separation from Hand and Head, 1

2 Chapter 1: TECHNOLOGICAL SOCIETY Industrial Revolution, Improved Living Standards History: Industrial Revolution Improved Living Standards: Knowledge Diffusion -Capital (consumption) Development -Need of a Large Market Egyptians Greeks Romans 1000 England 1750 N.W. Europe 1825 USA

3 The Industrial Revolution The industrial revolution developed in England in the 1700s. The steam engine, invented by James Watt in 1764, largely replaced human and water power for factories. Adam Smith s The Wealth of Nations in 1776 touted the economic benefits of the specialization of labor. Thus the late-1700s factories had not only machine power but also ways of planning and controlling the tasks of workers. The Industrial Revolution The industrial revolution spread from England to other European countries and to the United Sates. In 1790 an American, Eli Whitney, developed the concept of interchangeable parts. The first great industry in the US was the textile industry. In the 1800s the development of the gasoline engine and electricity further advanced the revolution. By the mid-1800s, the old cottage system of production had been replaced by the factory system.... more 3

4 Post-Civil War Period During the post-civil War period great expansion of production capacity occurred. By post-civil War the following developments set the stage for the great production explosion of the 20th century: increased capital and production capacity the expanded urban workforce new Western US markets an effective national transportation system Scientific Management Frederick Taylor is known as the father of scientific management. His shop system employed these steps: Each worker s skill, strength, and learning ability were determined. Stopwatch studies were conducted to precisely set standard output per worker on each task. Material specifications, work methods, and routing sequences were used to organize the shop. Supervisors were carefully selected and trained. Incentive pay systems were initiated. 4

5 Scientific Management In the 1920s, Ford Motor Company s operation embodied the key elements of scientific management: standardized product designs mass production low manufacturing costs mechanized assembly lines specialization of labor interchangeable parts Paid 5 $ per day for the workers Gilbreth [1885], Taylor [1913], Ford [1914] 1. Analysis of One Best Practice 2. Time & Motion Studies 3. Elimination of Unnecessary Motions 4. Definition of Work Processes 5. Identification of Staff Requirements 6. Staff Selection 7. Staff Training 8. Control! Classic Ergonomic Approaches in Industry: Process Analysis Scientific Work Organization Separation from Hand and Head 5

6 Gilbreth [1885], Taylor [1913], Ford [1914] 1. Analysis of One Best Practice 2. Time & Motion Studies 3. Elimination of Unnecessary Motions 4. Definition of Work Processes 5. Identification of Staff Requirements 6. Staff Selection 7. Staff Training 8. Control! Ford Model T:16 Million Cars in only 19 Years Classic Ergonomic Approaches in Industry: Process Analysis Scientific Work Organization Separation from Hand and Head Technological Society Technological Society: The Western Culture Specialized Labor - Energy -Standards & Interchangeable parts Machine Use Mass Production and Consumption - Assembly Line - Computers 6

7 Chapter 2 The other world history or Technical culture Two Cultures: Engineers: Movers & Shakers (Behind the scenes) Poets & Politicians: Fed by Engineers Influential Changes: James Watts: Eli Whitney: Michael Faraday: Nikolaus Otto: Thomas Edison: Alexander G. Bell: Frederick Taylor: Henry Ford: Frank & Lillian Gilbreth: The Steam Engine Interchangeable Parts Dynamo & the Motor Internal Combustion Engine Electric Illumination L.D. Transmission of Speech Scientific Study of Work High Pay, Low Cost Car, Mass Consumer Motion Study -Ergonomics Chapter3: Work Smart, not hard Work Efficiently & NOT Harder Productivity and Living Standards Higher Productivity has allowed us to have: Improved housing and furnishings Improved life expectancy Better education More leisure time* Shorter working career *Although some people would rather work more hours to get even more pay 7

8 Work Smart, not hard (cont.) Productivity (Output/Input): Labor - Materials - Energy Information Capital Technology Land Materials Machines Labor Work Smart, not hard (cont.) Productivity = (Output/Input): Assume a worker works 45 years * 240 days/yr * 7.5 hrs/day => 81,000 hrs/worker life The output of 81,000 hrs can be increased by: Work Smart = More Efficient Work Hard = More Effort Improvement leads to??? 8

9 Work Smart, not hard (cont.) Total Time for a Job or Operation Eng. Priorities: Oil Cost, Other E., Cheap Labor Benefits For Who?: The Good of the whole covers the cost to the few Individual Skills - Change Jobs - Can t Change Workers -Society - Capital Owners? Poor Product Design Improper Design Non-standardization Wrong Quality Standards Material Wastage Energy Wastage Work Smart, not hard (cont.) Poor Methods Poor Management Macro Micro Poor Arrangement Poor Equipment Use Too Many Prods. Models: $/unit Poorly Designed Product: Rejections Poor Production Scheduling Poor Maintenance: Prev. Maint. Poor Safety & Health: It Just Pays! Poor Workers = Poor Quality 9

10 Islamic University of Gaza -Palestine Medical Dilemma Possibilities Resources Starting Situation Classic Ergonomic Approaches Outcome P Task Setting Ph/N Work Process M Task Fulfillment Task Fulfillment Quality = Task Setting Ressources Process Change s Quality Efficiency = Quality Improvement Ressources Efficiency Improvement 10

11 Gilbreth [1885], Taylor [1913], Ford [1914] 1. Analysis of One Best Practice But what can we learn? 2. Time & Motion Studies 3. Elimination of Unnecessary Motions 4. Definition of Work Processes 5. Identification of Staff Requirements 6. Staff Selection 7. Staff Training 8. Control! Scientific Work Organization Separation from Hand and Head Process Transparency + Standardisation + Staff Qualification End of Chapters