Advances in Ergonomics in Manufacturing by Stefan Trzcieliński; Waldemar Karwowski

By Stefan Trzcieliński; Waldemar Karwowski

''Meeting the wishes of the producing and repair sectors of up to date undefined, this quantity is worried with the human components, ergonomics, and issues of safety on the topic of the layout of goods, tactics, and structures, in addition to the operation and administration of industrial firms. This publication should be of certain price to researchers and practitioners concerned with the layout of goods, procedures, platforms, and Read more...

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2009). The superordinate objective to design self-optimising production systems ranging from single machines over manufacturing respective assembly cells, up to the factory level that are able to autonomously define, reach and sustain optimal operating points within a socio-technical production network (see Figure 3). Figure 3 Self-similar cybernetic model of self-optimizing production systems (Brecher et al. 2011) The research thus has to address strategies, models and methods for the cognition-enhanced self-optimisation of production systems on different levels of abstraction.

Indb 24 05/06/12 9:54 AM 25 on the differences in gender, age, functional capability, ethnic and cultural background, and education (Knippenberg, 2007, Williams, 1998). Workforce diversity management is not so straight forward as diversity is a double-edged sword which comes with potential benefits and challenges. The literature clearly shows that the relationship between work group diversity and work performance on individual and organizational levels is inconsistent. As mentioned above, diversity has different dimensions like age, race, ethnicity, cultural background, gender, disability etc; so different dimensions of diversity might have positive as well as negative effects (Knippenberg, 2004, Shore, 2009).

3 CONCLUSIONS Some authors who write about agile enterprise appoint that it uses the same concepts and methods as lean enterprise. For some extend it seems to be obvious, as lean laid the foundations for agility and lean organization and methods are key components for agility (Goldman, Nagel, and Preiss, 1995). Although the enterprise cannot be agile if it is not lean, it does not mean that these concepts are similar one each other. Lean is oriented for using long life time opportunities and therefore uses methods that protect the enterprise against changeable environment.

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