Ergonomic principles related to mental workload--Part 2:Design principles
Some standard content:
GB/T15241.2—1999
This standard is equivalent to ISO10075-2:1996 Ergonomic principles related to psychological load Part 2: Design principles. This standard provides design guidelines for work system design involving psychological load and its effects as defined in GB/T15241-1994 "Terms related to human ergonomics and psychological load". Work system design includes task, equipment design, workplace and work environment design, emphasizing psychological load and its effects. This standard stipulates reasonable system design and the use of human capabilities. Its purpose is to optimize working conditions in terms of human safety, health, comfort, efficiency, etc., and avoid the adverse effects pointed out in GB/T15241-1994 due to excessive or low psychological load. This standard only involves technical and organizational factors, and does not involve personnel selection, training and social factors.
The series of standards on ergonomic principles related to mental load consists of the following three parts: Part 1 (i.e. G/T15241): Terms related to human ergonomics and mental load; Part 2 (i.e. GB/T15241.2: Ergonomic principles related to mental load Part 2: Design principles; Part 3 (i.e. GB/T15241.3), Ergonomic principles related to mental load Part 3: Measurement and evaluation of mental load, Appendix A of this standard is a prompt appendix.
This standard is proposed by the China Institute of Standardization and Information Classification and Coding. This standard is under the jurisdiction of the National Technical Committee for Human Ergonomics Standardization. This standard was jointly drafted by the China Institute of Standardization and Information Classification and Coding and the School of Management of Huazhong University of Science and Technology. The main drafters of the tender are: Hua Donghong, H Dianyi, Xiao Hui, Mo Jianqiao. W.GB/T 15241. 2—1999
ISOForeword
The International Organization for Standardization (ISO) is an international federation of authoritative standardization bodies (ISU member bodies) from various countries. The drafting of international standards is usually completed by ISO technical committees. Each member body interested in a project established by a technical committee has the right to participate in the committee. Governmental and non-governmental international organizations in contact with ISO may also participate in its work. ISO maintains close cooperation with the International Electrotechnical Commission (IEC) on all issues related to electrotechnical standardization. International standard drafts adopted by the technical committees are submitted to the member bodies for voting. The publication of international standards requires more than 75% of the votes. Member groups vote in favor.
International Standard IS010075 is derived from ISO/TC159/SC1 (Ergonomics: Subcommittee on Ergonomics Guidelines). IS010075 consists of the following parts:
Part 1: General terms and definitions:
Part 2: Design principles:
Part 3: Measurement and evaluation.
Appendix A in ISO) T0075 is for reference only.
.1 Scope bzxz.net
National Standard of the People's Republic of China
Ergonomic principles related to mental workload
Part 2: Design principles
Ergonomic principles related to mental workload-Part 2:Design principles
GB/T 15241-2— 1999
idt[SO10075-2:1996
This standard provides design guidelines for the mental workload and its impact as defined in GB/T15241—1994 in the design of work systems. The design of work systems includes the design of tasks and equipment, the design of work sites and the design of work environments, emphasizing the mental workload and its impact. This standard stipulates the reasonable design of work systems and the use of human capabilities, and its purpose is to optimize the working conditions in terms of human safety, health, comfort, efficiency, etc., and avoid the adverse effects pointed out in GB/T15241-1994 due to excessive or low mental workload.
Psychological load is the result of the interaction of personnel, technology, organization, society and other factors. Therefore, when designing a work system, the above factors and their interaction must be considered. This standard only involves technical and organizational factors, not personnel selection, training and social factors. This standard only specifies the guiding principles in the design of work systems, and does not specify the measurement of psychological load and its impact. This standard involves all work with people involved (see GB/T15241-1994), not only cognitive or mental work, but also physical work. This standard involves all designers and users of work systems. This standard is applicable to the design of new systems and also to the redesign of existing systems when major changes are made. 2 Reference standards
The provisions contained in the following standards constitute the provisions of this standard by reference in this standard. When this standard is revised, the versions shown are valid: new and existing standards will be revised, and all parties using this standard should explore the possibility of using the latest versions of the following standards. GB/T15241-1994 Terminology related to ergonomics and mental workload (cqIS010075:1991) GB/T1621-1996 Ergonomic principles for work system designqISO6385:1981)3 Definitions
The definitions given in G3/T16251-1996 and G13/T15241-1994 are applicable to this standard. 4 Design principles
4.1-General principles
In order to avoid adverse effects on the design of work systems and the users, the work system should be suitable for people. The design or redesign of work systems should consider factors such as personnel, technology, organization and their interactions at the beginning of the design, so ergonomics experts should participate in the design process as early as possible. When redesigning the system, the experience and wisdom of the system users should be considered in the design process to optimize the design quality. The user participation method can ensure that the user's expectations are integrated into the design process, so that the designed system can meet the user's expectations and be more easily accepted by the user, thereby improving the efficiency of the entire system. National Quality and Technical Supervision 100--6 Standard
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WWW.bzSOSOcOmGB/T 15241. 2- 1999
When designing a new system, the capabilities, skills, experience and expectations of future users of the system should be considered. It should be clear that personnel selection and training are used to support system design, not to make up for design errors. In the early stage of design, that is, when determining the system's functions, users should be considered. When determining the functions of the system and subsystems, the allocation of human-machine functions and the division of labor between operators, the characteristics and capabilities of the operators should be considered. In system design, it should be noted that a work layer consists of multiple tasks, and the execution of each task requires certain technical equipment, working environment and organizational structure, which provide opportunities to influence the design of the work system related to psychological load. This design source involves different levels of the design process and design plan, affecting: a) Workload intensity:
——at the task and/or work level;
——at the technical equipment level;
——at the environmental level;
——at the organizational level,Etc.
b) Workload exposure time!
Work temporary organization level:
Table A1 in Appendix A gives the levels of the design process and their relationship with mental load, as well as examples of feasible design records. Human factors, such as ability, work efficiency, and motivation, vary from one person to another and will affect mental load. Therefore, as we have pointed out before, in the design of work systems, personnel selection and training issues should be considered. The design of a work system starts with the functional analysis of the system, followed by the allocation of machine functions and task analysis, and finally the design of the task plan and the allocation to the operator. In order to complete these steps according to the operator's final requirements, especially the requirements for mental load, it is very important to involve ergonomics experts in the design process from the beginning of the work, so that the corresponding requirements are taken into account at each level of system design.
When designing a work system, it should also be noted that environmental requirements, system requirements, and human skills, abilities, and expectations will change over time. The system design should consider these changes and adapt to these changes. This problem can be solved by methods such as dynamic job allocation, which allows operators to assign tasks to the system or the operator themselves according to the actual status. Mental load is not a one-dimensional concept, but consists of several factors of different natures, which have different effects (see GB/T15241-1994). Therefore, it is not enough to simply use a one-dimensional index to quantitatively describe mental load, such as thinking that mental load changes from too low to optimal and then to too high. Some adverse effects of mental load are caused by the same reasons, but it must not be mistaken that these effects are also the same. The following guidelines are given in the order of the adverse effects of mental load in GB! 15241-1994. These guidelines will help designers take appropriate measures to reduce the adverse effects of cardio-elastic load. Some guidelines are applicable to multiple situations, so they will appear in this standard.
4.2 Guidelines involving fatigue
4.2.1 General principles
Mental load can be evaluated by the intensity, duration and time distribution of the intensity of the workload to which the explorer is exposed. In addition to the factors of the setting, qualitative factors should also be considered, such as the difference between sensory-reactive tasks and memory-intensive tasks. The main way to reduce fatigue in the design of work systems is to reduce or optimize the intensity of mental load, limit the time of mental work, and change the intensity and time distribution by arranging breaks. It should be noted that blindly reducing mental load is not the best way to ensure people's work efficiency. When the mental load is lower than the optimal level, it will cause adverse results that we will point out in 4.3 to 4.5. 4.2.2 The intensity of mental load
The intensity of mental load is affected by the following factors, which are described in the order of task, feeling, action, environment, and organization, as shown in Figure 1.
WN Environment/Organization
Task or (and) work
Jiangsu Work Preparation
Information Display
Information Processing
Information Period Person
GB/T 15241. 2—1999
Operator
Figure 1 Relationship between Mental Load and Design at Different Levels Figure 4.2.2.1 Fuzziness of Task Objectives
If the objective of a task is unclear, the operator needs to understand the task and decide which objective is preferred. When designing a system, the objective of the task should be clearly given and the priority of different objectives should be determined. For example, ensuring system safety is more important than improving system efficiency. If multiple operators are involved, the tasks of each operator should be clear. 4.2.2.2 Complexity of Task Requirements
Too high complexity of a task means that the operator has to make too many decisions in a given unit of time. If the complexity of the task is too high for the entire user group, a decision support system should be used. Too low complexity should also be avoided because it will lead to monotony or sufficiency.
4.2.2.3 Response strategy
In a system that needs to respond to multiple requests, the strategy for responding to these requests (such as first-in-first-out or in a specified order) should be clearly stated. The first-in-first-out method is the simplest, while responding in a specified order is much more complicated. If a conditional strategy is used, it should be clearly stated under what conditions which strategy is used, so that it is easy to understand. 4.2.2.4 Adequate amount of information
Both insufficient and excessive information will cause psychological load because it will cause the operator to make decisions based on insufficient information or filter out relevant information from all the information provided. Therefore, only the information necessary to complete the task should be provided to the operator. 4.2.2.5 Ambiguity of information
Ambiguity of information will lead the operator to guess the information, so the information displayed to the operator should be clear and unambiguous, such as providing the acceptable or unacceptable information interval when displaying the system status. 4.2.2.6 Distinguishability of signals
If the distinguishability of a signal with a message from a background of irrelevant information is low, it is necessary to make great efforts to screen the signal.
W. Free download of US standard industry data GR/T 15241.2—1999
Encoding, reducing the intensity of background noise, using technical methods to mask and screen, etc. 4.2.2.7 Redundant information
Redundant information can be used to cross-check the displayed information according to the operator's name. However, too much redundant information can easily distract the operator's attention and increase the psychological load. Therefore, the redundancy should be determined according to the operating requirements of the system. If possible, let the operator choose the degree of redundancy required to complete the task.
4.2.2.8 Information consistency
If information display, control mode or system response are inconsistent with the operator's expectations and habits, it will cause information conflicts or force the operator to make extra efforts. For example, when turning the controller to the right, the system response should increase, and the display movement should also increase: it should not decrease or shut down the system. Pay special attention to the consistency of control and system dynamics, such as using a zero-order controller for high-order systems.
4.2.2.9 Information processing accuracy
Accuracy requirements that exceed human ability will increase psychological load. Technical methods can be used to solve such problems, such as changing the information display or system dynamic control method.
4.2.2. 10 Parallel and sequential processing
Sequential processing is usually better than parallel processing. However, when comparing information from different sources, it is preferred to display the information in parallel. When there is a directional requirement, parallel display is better than sequential display. 4.2.2.11 Time Sharing
If the operator is required to do two or more tasks at a time, the limit of human information processing ability will be reached quickly. Therefore, the operator should be allowed to perform tasks sequentially as much as possible. If the errors caused by the automatic processing process have no serious consequences for the system, consistent correspondence training can be used to reduce the operator's attention control and reduce the psychological burden. 4.2.2.12 Time Delay
Systems with time delay require the operator to predict the future state of the system when controlling the system. Therefore, time delay should be avoided. If time delay is unavoidable, use a fast forward display. 4.2.2.13 Mental Model
Instability, incompleteness or lack of mental image of the system function requires the operator to make additional efforts in controlling the system. When designing the system, we should consider how to enable the operator to have a correct understanding of the operation process. The information displayed to the operator can represent the relationship between the various systems in the system. This can be achieved through flow charts, recording time-related system reactions, collecting system reactions to human control, etc.
4.2.2.14 Absolute and relative judgments
To make an absolute judgment, you need to remember the reference standard in your mind, while to make a relative judgment, you only need to show the reference standard. Obviously, relative judgment is easier than absolute judgment, so relative judgment should be used as much as possible. When using relative judgment, the reference standard should be displayed at the same time to facilitate comparison
4.2.2.15 Working memory load
TWorking memory is the initial and temporary storage of information in an unstable form before it is stored in long-term memory for future retrieval. If the information is displayed and updated very quickly, the intensity of working memory will soon be too high. When displaying information sequentially, the information should be kept for an appropriate time to avoid overloading the operator's short-term memory when selecting useful information for memory. 4.2.2.16 Long-term memory load
Unnecessary long-term memory load should be avoided by providing appropriate information retrieval devices, such as different levels of help functions in computers that appear at the user's request. This can reduce the psychological load on the operator when memorizing or recalling different meanings or complex information.
4.2.2.17 Recognition Recalling from memory Recognizing information that has been memorized is easier and more effective than recalling it. Therefore, displaying several options for the operator to choose from is more efficient than recalling from memory. 4.2.2.18 Decision support system GB/T 1524:-2 1999 When the results of a decision cannot be fully predicted, the operator's stress will increase, especially when the decision will bring about several different consequences (such as production losses or personal safety). In these cases, a decision support system should be provided so that the operator can predict the consequences of his operation. 4.2.2.19 Controllability Dynamic systems should be controllable to operators: The controllability of the system depends on the order of control, the dimensionality of the control behavior, the time delay of the system response, the feedback information of the system, the suitability of the display and control, etc. Mental load increases with the order of the dynamic system being controlled. It is therefore advisable to avoid having a human controlling a dynamic system higher than the first order. Time delays also increase mental load - so they should also be avoided. If the display and the control are not well matched: this not only requires the operator to make extra effort in controlling, but also increases errors. It is therefore advisable to make the control and the display compatible.
4.2.2.20 Dimensions of motion
The human action requires coordination of multiple dimensions of behaviour, such as moving and rotating at the same time. When designing the system, the dimensions should be reduced to the minimum, with particular attention to coordination between the different dimensions. 4.2.2.21 Dynamic control
The system's response to the operator's commands may require overly complex dynamic evaluations, such as integrating the system's response over time. When controlling high-order dynamic systems, technical support systems (such as integrators, differentiators, and controllers) should be provided to the operator: 4.2.2. 22 Tracking behavior
Different tracking methods require the operator to take different actions. For example, trailing tracking requires the operator to track the target and the light probe movement at the same time, while compensation tracking requires the operator to track according to the target/cursor relationship in memory. Usually, trailing tracking is better than compensation tracking because trailing tracking relies on the actual position rather than the control error. 4.2.2.23 Fault tolerance
The system should have fault tolerance so that even if the operator makes obvious mistakes, it will not lead to serious consequences. For critical operating systems, the possible consequences of the command should be prompted before executing the command, and the operator should be required to confirm. If possible, the system should be able to recover the state before the last operation.
4.2.2.24 Consequences of Errors
The consequences of human operation errors should be minimized through system design, such as consistency testing, providing redundant information, and using safety barriers. This can not only minimize the consequences of errors, but also reduce the pressure on operators. 4.2.2.25 Environment
A good working environment can reduce the intensity of psychological load, because a good environment (such as appropriate lighting, reduced noise) provides good conditions for the reception and processing of information.
4.2.2.26 Social Interaction
Social interaction opportunities can help provide social support for important decisions: the design of tasks and equipment should consider providing operators with necessary or maximum social interaction opportunities. 4.2.2.27 Dependence on the performance of others' work
Depending on the work of others will increase the operator's work pressure, so it should be avoided. For example, the direct connection between the two tasks can be weakened by providing a buffer and increasing the autonomy of the work. 4.2.2.28 Changes in task requirements
Changing task requirements can reduce the intensity of workload by adding different information processing methods to a task. 4.2.2.29 Time pressure
Time pressure may cause operators to take the wrong path when performing tasks, resulting in errors. For critical tasks that may cause serious consequences, if the time is too tight: it is possible that the deadline will not be completed, which will increase psychological pressure, so it should be avoided. 4.2. 3 Time distribution of workload
With time slices
GB/T 15241.21999
There is an exponential relationship between them. In order to avoid overload, the following points should be noted: 4.2.3.1 Working period
Since fatigue is a result of working time and intensity, and the relationship is exponential, the length of working time should be adjusted according to the intensity of work. Working time should be limited to when the operator shows obvious signs of fatigue. It should be noted that due to fatigue and adaptation, an increase of one hour of working time does not increase productivity linearly.
4.2.3.2 Rest between working months or shifts The rest time between continuous work or shifts should be long enough to allow the operator to fully recover from fatigue. 4.2.3.3 Daily working time
Human work efficiency is affected by changes in physiological cycle. Generally, people's work efficiency at night is lower than that during the day. Therefore, the requirements of night work on people should be lower than those of daytime work, such as increasing the rest time of staff or night shift. 4.2.3.4 Shifts
Shift operators need to make extra efforts to coordinate their own physiological changes, work efficiency, social activities, etc. Since shift work is not good for people's health and life, it is best to avoid it as much as possible. When shift work is unavoidable, the shift method should be designed according to the principles of ergonomics. 4.2.3.5 Rest breaks Rest breaks can help people recover from fatigue. It is best to arrange rest breaks when fatigue just occurs. Since the relationship between continuous working time and fatigue is exponential, the time required for recovery from fatigue is also exponential. Therefore, a short break after a shorter working time is better than a long break after a longer working time. For example, a 5-minute break every 55 minutes, 6 breaks, is better than a 30-minute break after 6 hours of work. The interval between two breaks for night workers should be shorter than that for day workers. 4.2.3.6 Changing the type of work requirements or mental load Changing the type of work requirements or mental load, such as from monitoring work to manual control work, from logic analysis to routine operation, can produce an effect similar to rest breaks. In order to prevent fatigue, this method should be introduced into the system. 4.3 Guidelines on monotony
GB/T15241-·1994 gives a definition of monotony. The main causes of monotony are long duration of work, narrow focus required by work tasks, cognitive tasks of low to medium difficulty, repetitive operations or activities, and little change in the work environment. When designing work tasks and the work environment, the above conditions should be avoided as much as possible. If the above conditions are unavoidable for technical or organizational reasons, the following points should be considered: - Mechanize or automate monotonous and repetitive work; - Job rotation!
Job enlargement;
- Enrich the content of work.
Monotony will increase in the following situations:
-No one is working with you;
-Restricted social interaction;
Lack of rest during work;
-Lack of physical activity;
-Lack of change in work content
A certain time of day (more likely to feel monotonous in the morning and at night);
-Weak weather conditions (such as moderate temperature);
-Single sound stimulation;
-Work fatigue.
The above situations should be avoided as much as possible. The following methods can be used in job design to offset the above adverse effects:
-Expand the scope of work, such as adding more complex tasks;
-Provide opportunities for physical activity!
Reasonably design the climate conditions,
-Reduce noise and monotonous sounds;
-Provide appropriate lighting;
Make it easy for people working together to communicate; -Avoid rhythmic work; Allow self-control of work rhythm -Arrange breaks between work;
-If the shift system is unavoidable, design the shift according to the principles of ergonomics. 4.4 Guidelines for reduced alertness
When a person's alertness decreases, his or her ability to respond to and judge signals will decrease, and the reliability of the system that requires people to identify and judge signals will also decrease. In order to avoid reduced alertness, work tasks, equipment and work organization should be designed reasonably. Special attention should be paid to the following points:
a) When observing important signals, you should try your best to avoid continuous high concentration of attention; b) Avoid continuous concentration for a long time. The time limit depends on the frequency of events, the recognizability of signals, the probability of signals, the probability of important signals, and the probability of irrelevant signals. Generally, under the following conditions, the work efficiency of personnel will decrease the most:
The ratio of signals to events is very low;
The probability of important signals is very low;
The recognizability of signals is very low.
Under the above conditions, the work efficiency will decrease significantly very quickly (e.g., 10 to 20 minutes), which should be avoided as much as possible. If it cannot be avoided, organizational methods should be adopted to shorten the time of continuous execution of these tasks. The above objectives can be achieved by arranging breaks, rotating work, changing work requirements, etc. c) Ensure that the signal has good recognition, which can be achieved through display design or improving working environment conditions (appropriate lighting, reducing noise). d) For those who need to remember reference marks and make judgments at the same time, continuous signal judgments should be avoided. The reference standard should be displayed at the same time with appropriate design so that the operator can use time to make judgments. e) Reduce the uncertainty of the signal (in time, space or visibility) and improve the distinguishability of the signal. Feedback can achieve this goal. Provide the operator with certain technical devices to enable him to evaluate or improve the efficiency of the work he has done. g) Avoid conditions that lead to monotony. 4.5 Guidelines for repetitive tasks In order to avoid operator concerns, repetitive tasks should be avoided. It is not enough to avoid repetition by reducing identical work elements, but it is also necessary to reduce the similarity of the task or subtask structure. If repetitive work is unavoidable, the operator should be able to understand the actual progress of his work.
This goal can be achieved through the following methods: 1. Reasonably distribute the functions between the operator and the machine, such as letting the machine complete simple and repetitive work; 2. Reasonably distribute tasks between operators, let each operator complete several different tasks, rather than letting each operator only complete the same exact task
Make the work have a certain meaning. Let the operator complete a relatively complete task, rather than a part of a task. Let the operator understand the role of his work in the entire work or system; 3. Let the operator improve his level through work. Provide the operator with a job that he has to learn to master, or make the operator: W+
W;
GB/T15241.2—1995
: Work enrichment, combining different types of work, such as combining assembly with inspection and maintenance work; Work enlargement, combining different elements of work of the same nature, such as assembling different parts or assembling a part; Work rotation, that is, letting different operators complete different work systems with specific requirements in turn; Temporarily adjust the work process by arranging breaks; Quantitatively adjust the work process by arranging performance goals for each job and providing feedback; Avoid working conditions that are likely to cause monotony and reduce people's sensitivity. It should be noted that the operator's own characteristics, such as education, training, experience, etc., play a very important role in whether a sense of satisfaction will be generated. The more complex the operator's cognitive ability, the more likely he is to have a sense of satisfaction for similarly structured work. In order to avoid the occurrence of fatigue, the characteristics of the future users should be considered when designing the system. In order to avoid fatigue, the information about job requirements and work performance should be changed. 5 Information and training
This standard specifies the general principles that should be followed when designing or redesigning work systems in terms of psychological balance. In addition, the differences between individual system operators should be fully considered, and the necessity of changing job requirements and operator performance information should be considered. In order to achieve the functions of the system and keep the psychological load at an appropriate level, the designer should indicate the type, quality, and amount of information required by the operator, as well as the required training. Ww.bzsosocom Design Process level
Riverside and (or) work
Work equipment
Temporary organizational measures
GB/T15241.21999
Record A
(Suggestive Appendix)
Design scheme examples
Table A1 Design scheme examples for different design levels to avoid the influence of mental load Influence of mental load
Work allocation
Avoid time closure rate
Signal display should be clear
Avoid time pressure
Break time
Standard allocation
Work changes
Avoid machine-determined schedule
Let the author set the work rhythm
Change the signal display mode
Work rotation
Work collaboration
Work rest
Awareness
Avoid continuous attention
Signal prominence
Enrich the work content by group
Make the work relatively
independent
Avoid single work
Expand the work
Enrich the work content
Avoid shift work
Reduce working time
Improve the environment
Provide changes
Enrich the work content
Break time
For example, education, training, experience, etc. play a very important role in whether a sense of satisfaction will occur. The more complex the operator's cognitive ability is, the more likely he is to feel a sense of satisfaction for similarly structured work. In order to avoid the occurrence of satisfaction, the characteristics of the future users should be considered when designing the system. In order to avoid satisfaction, the information about job requirements and work performance should be changed. 5 Information and training
This standard specifies the general principles that should be followed when designing or redesigning a work system in terms of psychological balance. In addition, the differences between individual system operators should be fully considered, and the necessity of changing job requirements and operator performance information should be considered. In order to achieve the functions of the system and keep the psychological load at an appropriate level, the designer should indicate the type, quality, and amount of information required by the operator, as well as the required training. Ww.bzsosocom Design Process level
Riverside and (or) work
Work equipment
Temporary organizational measures
GB/T15241.21999
Record A
(Suggestive Appendix)
Design scheme examples
Table A1 Design scheme examples for different design levels to avoid the influence of mental load Influence of mental load
Work allocation
Avoid time closure rate
Signal display should be clear
Avoid time pressure
Break time
Standard allocation
Work changes
Avoid machine-determined schedule
Let the author set the work rhythm
Change the signal display mode
Work rotation
Work collaboration
Work rest
Awareness
Avoid continuous attention
Signal prominence
Enrich the work content by group
Make the work relatively
independent
Avoid single work
Expand the work
Enrich the work content
Avoid shift work
Reduce working time
Improve the environment
Provide changes
Enrich the work content
Break time
For example, education, training, experience, etc. play a very important role in whether a sense of satisfaction will occur. The more complex the operator's cognitive ability is, the more likely he is to feel a sense of satisfaction for similarly structured work. In order to avoid the occurrence of satisfaction, the characteristics of the future users should be considered when designing the system. In order to avoid satisfaction, the information about job requirements and work performance should be changed. 5 Information and training
This standard specifies the general principles that should be followed when designing or redesigning a work system in terms of psychological balance. In addition, the differences between individual system operators should be fully considered, and the necessity of changing job requirements and operator performance information should be considered. In order to achieve the functions of the system and keep the psychological load at an appropriate level, the designer should indicate the type, quality, and amount of information required by the operator, as well as the required training. Ww.bzsosocom Design Process level
Riverside and (or) work
Work equipment
Temporary organizational measures
GB/T15241.21999
Record A
(Suggestive Appendix)
Design scheme examples
Table A1 Design scheme examples for different design levels to avoid the influence of mental load Influence of mental load
Work allocation
Avoid time closure rate
Signal display should be clear
Avoid time pressure
Break time
Standard allocation
Work changes
Avoid machine-determined schedule
Let the author set the work rhythm
Change the signal display mode
Work rotation
Work collaboration
Work rest
Awareness
Avoid continuous attention
Signal prominence
Enrich the work content by group
Make the work relatively
independent
Avoid single work
Expand the work
Enrich the work content
Avoid shift work
Reduce working time
Improve the environment
Provide changes
Enrich the work content
Break time
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