ASTM E2350-07(2013)e1

NOTICE: This standard has either been superseded and replaced by a new version or withdrawn.
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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.
ε NOTE—Editorially corrected the Appendix in February 2015.
1. Scope well-being and overall system performance through the design
and modification of the work equipment, facilities, or
1.1 This guide is intended to assist in the integration of
processes, or combinations thereof; examples may be found in
ergonomic principles into the design and planning of new
Appendix X1.
occupational systems from the earliest design stages through
2.1.6 ergonomics/human factors, n—scientific discipline
implementation. Doing so may reduce or eliminate the neces-
concerned with the understanding of interactions among hu-
sity for later redesign that could have been foreseen.
mans and other elements of a system and the profession that
1.2 This standard does not purport to address all of the
applies theory, principles, data, and methods to design to
safety concerns, if any, associated with its use. It is the
optimize human well-being and overall system performance.
responsibility of the user of this standard to establish appro-
(International Ergonomics Society)
priate safety and health practices and determine the applica-
2.1.7 job, n—set of tasks performed by one or more work-
bility of regulatory limitations prior to use.
ers.
2. Terminology
2.1.8 knowledge base, n—organized body of information
2.1 Definitions:
applicable to the integration of ergonomics into new occupa-
2.1.1 administrative controls, n—work practices and poli-
tional systems including both general ergonomic resources,
cies that are implemented with the objective of enhancing
such as those found in the bibliography, and the experiences of
human well-being and overall system performance through the
the organization.
way work is assigned or scheduled; examples may be found in
2.1.8.1 general knowledge base, n—ergonomic textbooks,
Appendix X1.
guidelines, recommendations, reports of other companies’
2.1.2 benchmarking, v—identifying of best practices against
ergonomic programs, and so forth.
which to compare the effectiveness of a process or design;
2.1.8.2 internal knowledge base, n—organized account of
examples may be found in Appendix X1.
the organization’s positive and negative experiences with
2.1.3 business outcome, n—required products or services or
occupational processes.
both,thatis,thedesiredandessentialqualitiesandquantitiesof
2.1.8.3 project knowledge base, n—working collection of
the end product of the occupational system.
experiences for the current project in which decisions made at
2.1.4 design team, n—departments or individuals or both
each stage are added to the project knowledge base for use at
involved in or consulted during the design process including
later design stages, and after the completion of a project, the
representatives of those who are involved or affected by the
project knowledge base is integrated into the internal knowl-
design; examples may be found in Appendix X1.
edge base.
2.1.5 engineering controls, n—physical changes to jobs that
2.1.9 occupational ergonomic risk analysis,
are implemented with the objective of enhancing human
n—occupational ergonomic risk analysis may include, but is
not limited to, the evaluation of force (including dynamic
motion), repetition, awkward or static postures, contact stress,
This guide is under the jurisdiction ofASTM Committee E34 on Occupational
Health and Safety and is the direct responsibility of Subcommittee E34.80 on
vibration, and physiological and environmental factors such as
Industrial Heath.
temperature and other ambient air conditions and occupational
Currentedition approvedJuly 1,2013.PublishedJuly 2013.Originallyapproved
ergonomic risks can be affected by workers’ lifestyles and
in 2007. Last previous edition approved in 2007 as E2350 - 07. DOI: 10.1520/
E2350-07R13E01. other nonoccupational risk elements.
Copyright © ASTM International, 100 Barr Harbor Drive, PO Box C700, West Conshohocken, PA 19428-2959. United States
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E2350 − 07 (2013)
2.1.10 occupational system, n—integrated collection of 4.5 Designing jobs that fit the capabilities of larger popula-
personnel, facilities, equipment, tools, raw materials, tion segments may increase an organization’s accessibility to
techniques, and other resources organized to produce a product the available labor pool.
or service.
4.6 The integration of ergonomic principles into occupa-
2.1.11 task, n—group of related activities that comprises a tional systems may increase profit by lowering direct and
component of a job.
indirect costs associated with preventable losses, injuries, and
illnesses.
2.1.12 workers’ capabilities and limitations, n—those per-
sonal characteristics that workers bring to a job, such as:
4.7 The bibliography contains a list of reference materials
Physical strength, endurance, agility, and skill and
that may be useful in particular applications. All appendixes
Mental abilities, techniques, and knowledge developed
are nonmandatory.
through training, experience, and education. Examples may be
found in Appendix X1.
5. Getting Started (see Fig. 1)
5.1 Design Team—Identify the departments or individuals
3. Summary of Guide
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
determine what can and cannot be altered during the design
3.4 The jobs are then analyzed to determine if they exceed
process. They may include:
worker capabilities and limitations.
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,
5.3.5 Quality levels (allowable percentage of defects), and
3.6 Throughout the process, the knowledge gained is added
5.3.6 The quantity of the product to be produced, including
to the knowledge base.
projections of future requirements.
3.7 The operational audit evaluates the system as the design
5.4 Knowledge Base—Establish a knowledge base. Once a
nears completion. It identifies and evaluates those issues either
formal knowledge base exists, it will be used as a resource for
not considered or not apparent in previous stages. After the
the design project. Because experience gained during each
systemisoperational,periodicauditsevaluatetheeffectiveness
project will be added to the knowledge base, it will grow and
of the design.
become essential to the design process. It includes the general,
internal, and project knowledge bases. When first beginning to
4. Significance and Use
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
stages of process concept and design may facilitate appropriate 6.1 The evaluation of process elements is iterative (see Fig.
design, layout, and allocation of resources and may reduce or 2). It begins with a broad identification of the issues and
eliminate the necessity for later redesign that could have been becomes more detailed with each iteration. Because each
foreseen. process is unique, this guide does not specify the number of
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FIG. 1 Getting Started
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FIG. 2 Evaluation of Process Elements
iterations or what should be addressed in each iteration. 6.1.2 Identify Operational Components—Identify opera-
Examples of issues to address may be found in Appendix X1.
tional procedures and process elements: production methods,
6.1.1 Identify Physical Components—Identify equipment,
manufacturing and assembly activities, cycle times, materials
machinery, materials, facilities, work environment, and so
handling, quality control, and so forth. Examples of elements
forth. Examples of elements to consider may be found in
to consider may be found in Appendix X1.
Appendix X1.
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6.1.3 Task Allocation—Allocate tasks to workers or ma- (4) Identifypossiblebenefitsofmodificationorchangethat
chines. This will be based primarily on the knowledge base, could generate a value added return when combined with
that is, experience with similar designs. worker performance gains.
(5) Reexamine the business outcome.
6.1.4 Job Evaluation—Determinetheworkforcecapabilities
(6) Assess validity of underlying assumptions to future
and limitations that will be required by the process. Analyze
business.
the anticipated performance requirements of the processes.
Evaluate the jobs and conduct an occupational ergonomic risk
7. Audit
analysis. Examples of elements to consider may be found in
7.1 At the completion of the evaluation, perform an audit of
Appendix X1.
the business outcome; all processes, steps, and activities; and
6.1.4.1 If worker capabilities or limitations are not
task allocations. This check will help determine if earlier
exceeded—Add the information to the project knowledge base
evaluations correctly identified and controlled the ergonomic
and continue to the next level of evaluation.
issues. If decisions made in the evaluation of process elements
6.1.4.2 If worker capabilities or limitations are exceeded—
result in jobs that exceed or might exceed workers’ capabilities
Modify the business outcome, task allocation, or add controls
and limitations, the steps in Section 6 shall be repeated and
(engineering or administrative or both).
appropriate corrections made.
(1) Change the business outcome—It may be possible to
7.1.1 Operational and Physical Components Audit—Does
modify the product or service as defined in the business
the project knowledge base identify any issues not addressed
outcome.
during earlier stages?
(2) Modify the task allocation—Review the task allocation
7.1.2 Worker-Task Interaction Audit—Have all jobs and
and, if possible, modify those issues that have caused the
tasks been evaluated for performance requirements and com-
conflict, including engineering or administrative controls or
pared to the knowledge base?
both or reallocation of tasks to machines. After modifying the
7.1.2.1 If worker capabilities or limitations are not
task allocation, repeat the analysis.
exceeded—Addthisinformationtotheprojectknowledgebase,
(3) Defer action—If the task allocation cannot be altered,
and complete the evaluation by scheduling a follow up audit.
defer action to a later iteration.
7.1.2.2 If worker capabilities or limitations are exceeded—
Makechangestobringperformancewithinworkercapabilities.
6.1.4.3 If no conclusion can be easily reached or if the
extent of worker interaction has not yet been determined—If
8. Periodic Audit
there is insufficient knowledge or if the job demands appear to
8.1 Schedule audits on a periodic basis.
be close to performance limits, either modify the task alloca-
8.2 Compare the performance of the system to the bench-
tion so that the requirements do not exceed worker capabilities
and limitations, plan for controls at a later stage, or include marks established in 5.5.
other considerations that may help decide if changes are
8.3 Particular attention should be paid to monitoring those
needed. In this event, several steps can be taken:
jobs or tasks where changes have resulted in conditions that
(1) Estimate the relative likelihood or severity of loss or
may exceed workers’ capabilities and limitations.
failure.
9. Keywords
(2) Determine if controls are feasible.
(3) Determineifcontrolscanbeaddedatalaterstageinthe 9.1 ergonomics; human factors; occupational system; pro-
process so that action is not required during this stage.
cess design; work; work evaluation
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APPENDIXES
(Nonmandatory Information)
X1. TERMINOLOGY EXAMPLES
X1.1 Benchmarks equipment
space and storage requirements
X1.1.1 The following is a nonexclusive list of benchmarks
product assembly or subassembly size, shape, and weight
that may be appropriate to consider in the implementation of
physical components
this guide.
forming equipment
Cost per unit
fastening equipment
Downtime
materials handling equi
...