ASTM E2350-07(2013)

NOTICE: This standard has either been superseded and replaced by a new version or withdrawn.
Contact ASTM International (www.astm.org) for the latest information
Designation: E2350 − 07(Reapproved 2013)
Standard Guide for
Integration of Ergonomics/Human Factors into New
Occupational Systems
This standard is issued under the fixed designation E2350; the number immediately following the designation indicates the year of
original adoption or, in the case of revision, the year of last revision. A number in parentheses indicates the year of last reapproval. A
superscript epsilon (´) indicates an editorial change since the last revision or reapproval.
1. Scope 2.1.6 ergonomics/human factors, n—scientific discipline
concerned with the understanding of interactions among hu-
1.1 This guide is intended to assist in the integration of
mans and other elements of a system and the profession that
ergonomic principles into the design and planning of new
applies theory, principles, data, and methods to design to
occupational systems from the earliest design stages through
optimize human well-being and overall system performance.
implementation. Doing so may reduce or eliminate the neces-
(International Ergonomics Society)
sity for later redesign that could have been foreseen.
2.1.7 job, n—set of tasks performed by one or more work-
1.2 This standard does not purport to address all of the
ers.
safety concerns, if any, associated with its use. It is the
2.1.8 knowledge base, n—organized body of information
responsibility of the user of this standard to establish appro-
applicable to the integration of ergonomics into new occupa-
priate safety and health practices and determine the applica-
tional systems including both general ergonomic resources,
bility of regulatory limitations prior to use.
suchasthosefoundinAppendixX1,andtheexperiencesofthe
2. Terminology
organization.
2.1 Definitions: 2.1.8.1 general knowledge base, n—ergonomic textbooks,
2.1.1 administrative controls, n—work practices and poli- guidelines, recommendations, reports of other companies’
cies that are implemented with the objective of enhancing ergonomic programs, and so forth.
human well-being and overall system performance through the
2.1.8.2 internal knowledge base, n—organized account of
way work is assigned or scheduled; examples may be found in
the organization’s positive and negative experiences with
Appendix X2.
occupational processes.
2.1.2 benchmarking, v—identifying of best practices against
2.1.8.3 project knowledge base, n—working collection of
which to compare the effectiveness of a process or design;
experiences for the current project in which decisions made at
examples may be found in Appendix X2.
each stage are added to the project knowledge base for use at
later design stages, and after the completion of a project, the
2.1.3 business outcome, n—required products or services or
project knowledge base is integrated into the internal knowl-
both,thatis,thedesiredandessentialqualitiesandquantitiesof
edge base.
the end product of the occupational system.
2.1.9 occupational ergonomic risk analysis,
2.1.4 design team, n—departments or individuals or both
n—occupational ergonomic risk analysis may include, but is
involved in or consulted during the design process including
not limited to, the evaluation of force (including dynamic
representatives of those who are involved or affected by the
motion), repetition, awkward or static postures, contact stress,
design; examples may be found in Appendix X2.
vibration, and physiological and environmental factors such as
2.1.5 engineering controls, n—physical changes to jobs that
temperature and other ambient air conditions and occupational
are implemented with the objective of enhancing human
ergonomic risks can be affected by workers’ lifestyles and
well-being and overall system performance through the design
other nonoccupational risk elements.
and modification of the work equipment, facilities, or
2.1.10 occupational system, n—integrated collection of
processes, or combinations thereof; examples may be found in
personnel, facilities, equipment, tools, raw materials,
Appendix X2.
techniques, and other resources organized to produce a product
or service.
This guide is under the jurisdiction ofASTM Committee E34 on Occupational
2.1.11 task, n—group of related activities that comprises a
Health and Safety and is the direct responsibility of Subcommittee E34.80 on
Industrial Heath.
component of a job.
Currentedition approvedJuly 1,2013.PublishedJuly 2013.Originallyapproved
2.1.12 workers’ capabilities and limitations, n—those per-
in 2007. Last previous edition approved in 2007 as E2350 - 07. DOI: 10.1520/
E2350-07R13. sonal characteristics that workers bring to a job, such as:
Copyright © ASTM International, 100 Barr Harbor Drive, PO Box C700, West Conshohocken, PA 19428-2959. United States
E2350 − 07 (2013)
Physical strength, endurance, agility, and skill and 4.7 Appendix X1 contains a list of reference materials that
Mental abilities, techniques, and knowledge developed may be useful in particular applications. All appendixes are
through training, experience, and education. Examples may be nonmandatory.
found in Appendix X2.
5. Getting Started (see Fig. 1)
3. Summary of Guide
5.1 Design Team—Identify the departments or individuals
or both who should be on the design team or consulted during
3.1 This guide facilitates the integration of ergonomic
the design process. They include representatives of those who
principles into the design of occupational systems. It is
are involved or affected by the design. Design team members
assumed that there will be more than one iteration of the
may include representatives from engineering, labor,
process, proceeding from the general and becoming more
maintenance, marketing, vendors, safety and health
detailed with each iteration. The number of iterations will
professionals, and so forth, as appropriate.
depend on the complexity of the process.
5.2 Allocate Responsibility—Appoint members of the de-
3.2 Theevaluationbeginsbydefiningthebusinessoutcome,
sign team to be responsible for maintaining the knowledge
that is, the essential qualities and quantities of the end product
bases, benchmarking, and the scheduling and performing of
or service.
periodic audits.
3.3 After identifying the required process elements (physi-
5.3 Business Outcome—Determine the desired and essential
cal and operational components), tasks are allocated to ma-
attributes of the end product or service of the occupational
chines or workers.
system. The essential attributes of the end product or service
3.4 The jobs are then analyzed to determine if they exceed
determine what can and cannot be altered during the design
worker capabilities and limitations.
process. They may include:
5.3.1 Manufacturing and assembly items,
3.5 Depending on the results of the analysis, the business
5.3.2 Services to be provided,
outcome or jobs may be modified or action deferred to a later
5.3.3 Material to be delivered to the customer,
iteration.
5.3.4 Specifications and acceptable tolerances,
3.6 Throughout the process, the knowledge gained is added
5.3.5 Quality levels (allowable percentage of defects), and
to the knowledge base.
5.3.6 The quantity of the product to be produced, including
projections of future requirements.
3.7 The operational audit evaluates the system as the design
nears completion. It identifies and evaluates those issues either
5.4 Knowledge Base—Establish a knowledge base. Once a
not considered or not apparent in previous stages. After the
formal knowledge base exists, it will be used as a resource for
systemisoperational,periodicauditsevaluatetheeffectiveness
the design project. Because experience gained during each
of the design.
project will be added to the knowledge base, it will grow and
become essential to the design process. It includes the general,
4. Significance and Use
internal, and project knowledge bases. When first beginning to
use this guide, it will be helpful to investigate similar occupa-
4.1 Integrating ergonomic principles into new occupational
tional processes to see how problems were resolved and to
systems may help businesses develop processes that do not
identify experiences not added to the knowledge base. See
exceed worker capabilities and limitations.
Section 2 for more information.
4.2 Jobs and tasks that conform to worker capabilities and
5.5 Benchmarking—Identify benchmarks by which to judge
limitations may be performed more efficiently, safely, and
the effectiveness of the process or design. Benchmarks may
consistently than those that do not.
include cost per unit, downtime, absenteeism, turnover rate,
4.3 Theapplicationofergonomicprinciplestotheprocesses
workers’ compensation costs, illness and injury experience,
involved in occupational systems may help avoid system
and delivery performance.
failures and inefficiencies.
6. Evaluation of Process Elements
4.4 The integration of ergonomic principles at the earliest
6.1 The evaluation of process elements is iterative (see Fig.
stages of process concept and design may facilitate appropriate
2). It begins with a broad identification of the issues and
design, layout, and allocation of resources and may reduce or
becomes more detailed with each iteration. Because each
eliminate the necessity for later redesign that could have been
process is unique, this guide does not specify the number of
foreseen.
iterations or what should be addressed in each iteration.
4.5 Designing jobs that fit the capabilities of larger popula-
Examples of issues to address may be found in Appendix X2.
tion segments may increase an organization’s accessibility to
6.1.1 Identify Physical Components—Identify equipment,
the available labor pool.
machinery, materials, facilities, work environment, and so
4.6 The integration of ergonomic principles into occupa- forth. Examples of elements to consider may be found in
tional systems may increase profit by lowering direct and Appendix X2.
indirect costs associated with preventable losses, injuries, and 6.1.2 Identify Operational Components—Identify opera-
illnesses. tional procedures and process elements: production methods,
E2350 − 07 (2013)
FIG. 1 Getting Started
E2350 − 07 (2013)
FIG. 2 Evaluation of Process Elements
manufacturing and assembly activities, cycle times, materials 6.1.4 Job Evaluation—Determinetheworkforcecapabilities
handling, quality control, and so forth. Examples of elements and limitations that will be required by the process. Analyze
to consider may be found in Appendix X2. the anticipated performance requirements of the processes.
6.1.3 Task Allocation—Allocate tasks to workers or ma- Evaluate the jobs and conduct an occupational ergonomic risk
chines. This will be based primarily on the knowledge base, analysis. Examples of elements to consider may be found in
that is, experience with similar designs. Appendix X2.
E2350 − 07 (2013)
6.1.4.1 If worker capabilities or limitations are not 7. Audit
exceeded—Add the information to the project knowledge base
7.1 At the completion of the evaluation, perform an audit of
and continue to the next level of evaluation.
the business outcome; all processes, steps, and activities; and
6.1.4.2 If worker capabilities or limitations are exceeded—
task allocations. This check will help determine if earlier
Modify the business outcome, task allocation, or add controls
evaluations correctly identified and controlled the ergonomic
(engineering or administrative or both).
issues. If decisions made in the evaluation of process elements
(1) Change the business outcome—It may be possible to
result in jobs that exceed or might exceed workers’ capabilities
modify the product or service as defined in the business
and limitations, the steps in Section 6 shall be repeated and
outcome.
appropriate corrections made.
(2) Modify the task allocation—Review the task allocation
7.1.1 Operational and Physical Components Audit—Does
and, if possible, modify those issues that have caused the
the project knowledge base identify any issues not addressed
conflict, including engineering or administrative controls or
during earlier stages?
both or reallocation of tasks to machines. After modifying the
7.1.2 Worker-Task Interaction Audit—Have all jobs and
task allocation, repeat the analysis.
tasks been evaluated for performance requirements and com-
(3) Defer action—If the task allocation cannot be altered,
pared to the knowledge base?
defer action to a later iteration.
7.1.2.1 If worker capabilities or limitations are not
6.1.4.3 If no conclusion can be easily reached or if the
extent of worker interaction has not yet been determined—If exceeded—Addthisinformationtotheprojectknowledgebase,
and complete the evaluation by scheduling a follow up audit.
there is insufficient knowledge or if the job demands appear to
be close to performance limits, either modify the task alloca-
7.1.2.2 If worker capabilities or limitations are exceeded—
tion so that the requirements do not exceed worker capabilities
Makechangestobringperformancewithinworkercapabilities.
and limitations, plan for controls at a later stage, or include
other considerations that may help decide if changes are
8. Periodic Audit
needed. In this event, several steps can be taken:
8.1 Schedule audits on a periodic basis.
(1) Estimate the relative likelihood or severity of loss or
failure.
8.2 Compare the performance of the system to the bench-
(2) Determine if controls are feasible.
marks established in 5.5.
(3) Determineifcontrolscanbeaddedatalaterstageinthe
8.3 Particular attention should be paid to monitoring those
process so that action is not required during this stage.
jobs or tasks where changes have resulted in conditions that
(4) Identifypossiblebenefitsofmodificationorchangethat
may exceed workers’ capabilities and limitations.
could generate a value added return when combined with
worker performance gains.
9. Keywords
(5) Reexamine the business outcome.
(6) Assess validity of underlying assumptions to future 9.1 ergonomics; human factors; occupational system; pro-
business. cess design; work; work evaluation
E2350 − 07 (2013)
APPENDIXES
(Nonmandatory Information)
X1. BIBLIOGRAPHY
X1.1 This appendix is provided to assist in the implemen-
tation of this guide.
(1) Alexander, D., Ergonomics Design Guidelines, Auburn Engineers
and Problem Solving, Elsevier, Amsterdam, 1999
Press, Auburn, AL, 1997
(21) National Research Council Institute of Medicine, Musculoskeletal
(2) Alexander, D., The Practice and Management of Industrial
Disorders and the Workplace: Low Back and Upper Extremities ,
Ergonomics, Prentice-Hall, Englewood Cliffs, NJ, 19
...