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Language: English
cim  design  factors manufacturing  factors  human factors  human  john wiley  manufacturing  section  system  systems  wiley sons  wiley 
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Preview: International Journal of Human Factors in Manufacturing

International Journal of Human Factors in Manufacturing

Wiley Online Library : International Journal of Human Factors in Manufacturing

Published: 1996-06-01T00:00:00-05:00


Relationship between job design, macroergonomics, and productivity


Technological advancement and human development have always shared a close relationship. This is especially true in manufacturing systems with human operators. The harmony between the manufacturing and human systems is emphasized in a sociotechnical systems approach. This article first presents examples of job design where human factors have been applied. Second, it explores the relationships between microergonomics, macroergonomics, and the concept of self-organizing systems. Finally, it demonstrates how job design and macroergonomics can be integrated to create self-organization, which leads to higher productivity. © 1996 John Wiley & Sons, Inc.

Construction of a knowledge-based system for diagnosing the sociotechnical integration in advanced manufacturing technologies


The purpose of this research has been to identify and summarize principles that have appeared in Human Factors, Manufacturing, and Management literature that apply to an ideal Sociotechnical Integration (STI) of Advanced Manufacturing Technologies (AMTs) and to develop a Knowledge-Based System prototype that, using these principles, can help diagnose the degree of STI present in an organization that has upgraded or is planning to upgrade its manufacturing facilities with AMTs. An abbreviated version of the system, with only one fifth of the questions, was tested in several Japanese companies, where it could diagnose with a fair accuracy the level of STI present in them, showing strengths and weaknesses in the area of STI of these companies. © 1996 John Wiley & Sons, Inc.

An approach to a human-centered CIM based on production information systems


In recent years, significant changes have been taking place in manufacturing industries. To cope with the changes and the intense competitions, most industries have made remarkable effort by implementing CIM systems, but they have not been successful in such efforts, which can be summarized into three major reasons. The first reason is conceptual misunderstanding of CIM and its optimizations. The second reason lies in excluding human factors to build CIM. The third reason is the division of technologies and organizations. This article represents a human-centered CIM including system optimizations, intelligent workers, and flexible organizations. In order to overcome the above-mentioned problems and to design a conceptual framework of the human-centered CIM, a “right amount at right time” (RART) management system and user interface systems are explained. Finally, an approach to a human networking system is also proposed for the flexibility of organizations. For future CIM, the system will provide the rapid response to industrial environments including rapid changes and competitions. © 1996 John Wiley & Sons, Inc.

The development and role of human factors for manufacturing in the European economic community


This article is in four sections. The first section outlines research programs funded by the European Economic Community (EEC) and by a selection of its member states that are relevant to the development of human factors expertise for manufacturing industry. Some of the important EEC projects are listed in an appendix. This section also describes some relevant European Directives (legal documents) and standards activities. The second section addresses trends in manufacturing industry in the EEC and associated human factors aspects, including: cost management and resource allocation; traceability; total quality; production resource management; communications; standardization; shrinkage of the design life cycle; the software-engineered manufacturing organization; “clean” manufacture; and the distributed enterprise. The third section addresses in more detail the need to reduce the design to manufacture life cycle. The “concurrent engineering” philosophy is examined from a human factors perspective, with discussion of the need for restructuring engineering knowledge, and for distributed, cooperative team working. Finally, in the fourth section, a number of issues are outlined that are of current importance to manufacturing industry and must be addressed by human factors professionals. These include: the need to understand human knowledge and expertise; the development of methods to help identify the right structure for organizations; identifying appropriate roles for people before they are determined by technology; training and retraining; the design of support software so that it is usable by end-users; and the design of appropriate interfaces for multiuser systems of the future. © 1996 John Wiley & Sons, Inc.