This century has witnessed that the human performance in manufacturing system design in a way that was never imagined, even a few decades ago. Our civilization has migrated from a purely industrial society to global business age in which the movement of bits is an important to the economy as the manufacturing of goods.
In last few decades, manufacturing used to known as just a simple business. A plant’s operating goals were clear: Maximize profits by running a single product for as long as possible and then change over lines and run the next product for as long as possible. A famous phrase was pointed by Henry Ford that in customers’ point of view that they could have any product, in any colour …... as long as they wanted the product that was in stock and the colour they preferred was black.
In the prospect of today’s development process, Most of the manufacturing organisations invest their money on computer based simulation to improve their manufacturing performance however the performance evaluation based on combination of human judgement, bargaining and analysis. Despite of all the developments in the different sectors such as social sciences and Information technology with in the company, it is still ill-equipped to understand the effects of the relationships between the people, environment and performance within the company.
People behave differently in differently situations.
Cognitive engineering would be considerably find easier if we had a principled answer to distributed cognition in manufacturing systems design. Designers could then consult the book of cognitive and interactive principles and, like civil engineers who build bridges, they could creatively apply principles to build environments that make life easier. At present, no such book exists and it depends on our understanding a collection of issues broadly related to interaction and distributed cognition which we are just beginning to appreciate.
In last few decades, manufacturing used to known as just a simple business. A plant’s operating goals were clear: Maximize profits by running a single product for as long as possible and then change over lines and run the next product for as long as possible. A famous phrase was pointed by Henry Ford that in customers’ point of view that they could have any product, in any colour …... as long as they wanted the product that was in stock and the colour they preferred was black.
In the prospect of today’s development process, Most of the manufacturing organisations invest their money on computer based simulation to improve their manufacturing performance however the performance evaluation based on combination of human judgement, bargaining and analysis. Despite of all the developments in the different sectors such as social sciences and Information technology with in the company, it is still ill-equipped to understand the effects of the relationships between the people, environment and performance within the company.
People behave differently in differently situations.
Cognitive engineering would be considerably find easier if we had a principled answer to distributed cognition in manufacturing systems design. Designers could then consult the book of cognitive and interactive principles and, like civil engineers who build bridges, they could creatively apply principles to build environments that make life easier. At present, no such book exists and it depends on our understanding a collection of issues broadly related to interaction and distributed cognition which we are just beginning to appreciate.
