Term Paper on "Human Factors Engineering Documented Evidence"

Term Paper 15 pages (4696 words) Sources: 15

[EXCERPT] . . . .

Boeing -- Design Process

To address this issue, Boeing has employed human factor specialists. Most of these experts are also mechanics or pilotsfrom1960s. Originally, the group comprising thirty specialists centered upon flight deck design. Nowadays, they consider a wider range of factors like human-computer interface design, human performance, cognitive psychology, visual perception, physiology and ergonomics. When these things are collectively considered, the knowledge leads to the development of Boeing airplanes design as well as support products that enable human beings give their best in terms of performance as they compensate for their innate limitations.

Since improvement of human performance can make it possible for the aviation industry to cut the rate of commercial aviation accidents, a lot of focus is on designing procedures for both maintenance technicians and flight crews, as well as developing good human-airplane interfaces. In addition, Boeing keeps on examining human performance throughout the airplane to meliorate maintainability, usability, comfort and reliability. Besides, human factors experts take part in developing tools and methods to enable operators better deal with human error. They also assess operational safety. These duties necessitate the experts to work closely with safety experts, engineers, cabin crew, mechanics, test pilots as well as training pilots to appropriately incorporate human factors into all the Boeing airplane designs. Their major roles include addressing human factors in relation to aviation safety.

Solutions -- Work System Elements

With good training programs and repetition, many of these occurrences can be reduced. It is weird that, most of the time, companies reduce or stop training programs when they do cut backs. A majority of companies look at training programs as an added cost that should be avoided. Contrarily, training is a fundamental component that keeps workers up-to-date. Thus, they make fewer mistakes. Many aviation services do not take safety as a priority even though they know it impacts the bottom line. From the CEO's point-of-view, when a business organization starts to go down financially, cut back strategies initially target training programs. Companies ought not to cut training because it boosts employees' morale and, ultimately, boosts loyalty. Training also ensures that workers get professional growth opportunities, receive regular rewards as well as motivation, and receive pertinent training needed for their roles. It is unfortunate that companies stop or reduce continuing education and training when an economic downturn is inevitable. This is really damaging especially when done at a time when workers' morale needs to be boosted. Generally, it is very hard to persuade a company to invest in continuing employee Training since it is viewed as an additional cost. When a company neglects or stops continuous training programs or education, it does not consider the overall business.

Training programs ensure that workers are up-to-date with new policies and rules. This results in better risk management and compliance. It is then possible to help minimize exposure to expensive litigation and also avert costly mistakes. Customers or clients receive better services from informed workers. Continuing education helps in preparing employees for career advancement or promotions. Business organizations that promote from within often times augment loyalty among employees. It also becomes cheaper to promote a worthy worker than employ a new individual since the learning curve is shortened. When it is indispensable to introduce and teach new skills like how to implement or use new technologies, there are cost reductions and economies of scale associated with conducting group training sessions instead of leaving employees to work things out by themselves or one-on-one. In addition, it reduces workers' frustration with new systems. This overcomes one of the key contributors to resistance to change. When training programs are implemented, esprit de corps (team spirit) and teamwork are promoted. In addition to the educational elements, most training programs provide an opportunity for team building, motivation and other important accomplishments. Training programs offer a good chance to listen to the "voice of the workers." Employees are able to share their ideas or express their opinions. It is dispiriting to see an increasing number of shortsighted companies with regard to training budgets in this economic downtrend.

A careful examination may astoundingly reveal that there the significance of training has been achieve since the commencement of manned flight. During the first few years of gliding, "pilots" could usually sit in the sailplane, which was open to strong facing winds. The pilots would "feel" the glider controls by maintaining the horizontal position of the wings. The pilot would experience the lateral controls of the glider even before it flew. The aviators of the earliest powered airplanes learnt by going through graded series of exercises on actual aircrafts. After completing passenger flights, learners would do taxiing. This would involve driving a low powered machine along the ground to enable practicing rudder control. The learner would then graduate to train with a higher powered machine. He would begin by making short hops by use of elevator control. Longer hops would make it possible for pilots to finally accomplish flight. A different version of this technique, developed during World War I, was called the "penguin system." It involved a land borne airplane with a reduced wingspread. It was possible for the student pilot to familiarize himself with the controls while moving along the ground. The technique was applied at the French Ecole de Combat. Other devices used earlier on tried to realize similar effect, particularly for trying out new airplane prototypes, by use of aircraft going at speed supported by overhead gantries, railway bogies or balloons. Connected to these views were the initial proposals for actual trainers based in the ground (aircrafts would be tethered to the ground, but it would be possible for them to act in response to aerodynamic forces. Among these devices was one called Sanders teacher. Sanders teacher was made from materials that could be used to build a real flying machine. It was a real aircraft in an exposed position that would face into the prevailing wind while being mounted on a universal joint. It would be possible for it; therefore, to respond in attitude to the elevator, rudder and aileron controls as a real airplane of its type would do. Unluckily, just like with a majority of the earliest devices, it did not succeed. This was possibly because of the wind unreliability. Such a device was made by Eardley Billing, almost during the same time, which was availed for use at Brooklands Aerodrome. Around the same time, the first truly synthetic flight training devices were created.

Analysis/Evaluation of the design

In addition to other factors, ergonomics plays a huge role in reducing human error in avionics. In the U.S., the branch of knowledge of human factors and ergonomics is believed to have developed during the Second World War, even though the first happenings that led to its formation can be said to be the turn of the twentieth century. Before the Second World War, the focus was to develop the human being to work well with the machine by trial and error, rather than designing machines to work well with the human being. A lot of the ergonomic advances and human factors arose from the desire to properly put up the needs of the military aviation community. During the start of the First World War, the initial conflict to use the freshly devised aircraft in combat called for techniques to quickly pick and prepare competent pilots. This led to the start of aero-medical research as well as the development of aviation psychology.

Even though there were major efforts during the time, Meister (1999) asserts that the impulsion for developing the field of study was never met owing to a lack of "personnel and critical mass of technology just like during the Second World War." There was reduced research during the period between the First World War and Second World War even though there were a number of achievements. Aero-medical research led to advances in labs put up at Wright Field (Ohio) as well as Brooks Air Force Base (Texas). These labs carried out research that concentrated on additional identification of the traits of successful pilots. They also undertook to determine the effects of environmental stressors on flight performance. Additionally, the human body measurement, another area study, was employed in designing airplanes during the same time. According to Forbes (1939), automobile driving behavioral research was carried out in the private sector as well.

The eruption of the Second World War, and the two intrinsic needs it brought forth, acted as the catalyst for bringing the human factors and ergonomics discipline into existence. First, there was the need to employ as well as mobilize huge numbers of women and men: it would virtually be unfeasible to pick people to fill particular jobs. Because of that, the focus changed to develop for capabilities of people, while minimizing the unhelpful outcomes of their limitations. Second, the Second World War saw the tipping point in which advances in technology had… READ MORE

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