Neumann W Patrick, Ekman Marianne, Winkel Jørgen
Department of Mechanical and Industrial Engineering, Ryerson University, 350 Victoria St., Toronto, ON, Canada M5B 2K3.
Appl Ergon. 2009 May;40(3):527-37. doi: 10.1016/j.apergo.2008.09.010. Epub 2008 Nov 18.
Understanding the barriers and assists to integrating ergonomics into production system design remains a research issue. An action research case study at Volvo Powertrain/Sweden was conducted. Researchers worked collaboratively with the firm in efforts to improve the company's ability to handle ergonomics in their daily work of improving and developing production systems. Researchers observed and reflected collectively on the change process using field notes and recordings to support their observations. Observed integration barriers included both individual level issues like life events, and organisational aspects such as communication barriers between groups or assignment of tasks to people not involved in decision-making. Observed assists included the 'political reflective navigation' (c.f. Broberg, O., Hermund, I., 2004. The OHS consultant as a 'political reflective navigator' in technological change processes. International Journal of Industrial Ergonomics 33 (4), 315-326) by the project owner to find new ways to overcome barriers and anchor ergonomics into the organisation. While special 'ergonomics' groups did not survive long, progress was observed in including ergonomics in regular design groups. A cross-functional workshop that fostered discussion across organisational boundaries helped shift focus from retrofitting systems to future production systems and improve engagement of engineering teams. Progress was marked by both success and setbacks and full integration appears to require more than 2 years time. It is concluded that support by senior managers should include succession planning for personnel that are key to the change effort.
理解将人机工程学融入生产系统设计的障碍与助力仍是一个研究课题。在瑞典沃尔沃动力总成公司开展了一项行动研究案例分析。研究人员与该公司合作，致力于提升公司在改进和开发生产系统的日常工作中处理人机工程学问题的能力。研究人员利用现场记录和录音来辅助观察，并共同对变革过程进行观察与反思。观察到的整合障碍包括个人层面的问题，如生活事件，以及组织层面的问题，如团队间的沟通障碍或将任务分配给未参与决策的人员。观察到的助力包括项目负责人进行的“政治反思性导航”（参见Broberg, O., Hermund, I., 2004年发表于《国际工业工程与管理》第33卷第4期第315 - 326页的《职业健康与安全顾问在技术变革过程中作为“政治反思性导航者”》），以寻找克服障碍的新方法，并将人机工程学融入组织。虽然专门的“人机工程学”团队存续时间不长，但在将人机工程学纳入常规设计团队方面取得了进展。一个促进跨组织边界讨论的跨职能研讨会有助于将关注点从改造现有系统转向未来生产系统，并提高工程团队的参与度。进展既有成功也有挫折，全面整合似乎需要两年多时间。研究得出结论，高级管理人员的支持应包括为变革努力的关键人员制定继任计划。
