Otomasyon yönetiminde insan faktörü ve Türk Otomotiv Sektöründe bir uygulama
Human factors in automation management and an application in Turkish Automative Industry
- Tez No: 46445
- Danışmanlar: DOÇ.DR. İ. HAKKI BİÇER
- Tez Türü: Yüksek Lisans
- Konular: Mühendislik Bilimleri, Engineering Sciences
- Anahtar Kelimeler: Belirtilmemiş.
- Yıl: 1995
- Dil: Türkçe
- Üniversite: İstanbul Teknik Üniversitesi
- Enstitü: Fen Bilimleri Enstitüsü
- Ana Bilim Dalı: Belirtilmemiş.
- Bilim Dalı: Belirtilmemiş.
- Sayfa Sayısı: 111
Özet
ÖZET Bu çalışmada, imalat otomasyonu yönetimi incelenmiştir. öncelikle otomasyonun tarihçesi ve bugünkü durumu değerlendirilmiştir. Otomasyon planının hazırlanması, ekonomik analiz, otomasyonun hayata geçirilmesi ve insan faktörü gibi otomasyonun önemli alt başlıklarına değinilmiştir. Uygulama olarak, 36 sorudan oluşan bir anket çalışması yapılmıştır. Türkiye'de otomasyonun en çarpıcı şekilde uygulandığı sektör olması sebebiyle uygulama alanı olarak otomotiv sektörü, hedef kitle olarak ise konuya daha yakın olması sebebiyle beyaz yakalı personel seçilmiştir. Tablo 9. 1 de anket sorularına verilen cevapların, ortalama, standart sapma, minimum ve maksimum değerleri görülmektedir. Buna göre personel, yeterince bilgisayar eğitimine tabi tutulmamaktadır. Bilgisayar konusundaki bilgiler, daha çok tecrübe ile edinilmektedir. Sistem seçimi ve kurulması aşamasında personelin yeterli katılımı olmamaktadır. Otomasyon sistemi kurulurken zorluklarla karşılaşılmaktadır. Sistem, personel sayısının azalmasına sebep olmaktadır. Genel olarak, sistemin ücretler üzerinde olumlu bir etkisi olmamaktadır. Otomasyon sistemi, gereğinden fazla bilgi sunmaktadır. Sistemin kurulması aşamasında yeterince seçme şansı olmamaktadır. Reorganizasyona yeterince önem verilmemektedir. Ayrıca otomasyon, birtakım ortamlardastrese sebep olmaktadır. Öte yandan olumlu birtakım hususları sıralamak gerekirse; Otomasyon sisteminin kuruluş amaçlan iyi belirlenmektedir. Sistem ile birlikte iş kazaları azalmaktadır. Sistem seçimi aşamasında çeşitli departmanlardan katılan personelin departmanlanndaki işlerinin aksamamasına özen gösterilmektedir. Kullanılan otomasyon sistemi, yeterince esnektir ve bir önceki sisteme nazaran oldukça farklıdır. Sistem, yeni birtakım metodlann öğrenilmesini gerektirmektedir. Sistemi kuran ekip ile kullanıcı personel arasında yeterli bir bilgi alışverişi gözlenmektedir. Otomasyon sistemi, önceki klasik sisteme nazaran çok daha kullanışlıdır. ıx
Özet (Çeviri)
SUMMARY HUMAN FACTORS IN AUTOMATION MANAGEMENT AND AN APPLICATION IN TURKISH AUTOMOTIVE INDUSTRY In this project, management of manufacturing automation is investigated. First of all, the history of automation is handled. Then, some main subtopics of manufacturing automation, such as, planning automation, economical validation of automation, application of automation, and human factors of automation are briefly explained. What is Automation? The use of mechanical and/or electronic devices in place of human effort is referred to as automation. Under this heading come automatic processing equipment, computers, industrial robots, and similar devices. A key feature of these devices is their ability to exert control over a process without human intervention. A key question of process planning is whether to automate or not. And if the decision is made to automate, the question becomes how much to automate. Automation can range from factories that are completely automated to a single automated operation. There are numerous benefits, as well as potential drawbacks, associated with automation. Among the benefits of automation are: 1. The jobs most susceptible to automation are those that are repetitive, boring, and monotonous. Hence, the jobs that are least desirable from a human standpoint often lend themselves to automation. 2. Automation yields a highly uniform output and generally results in higher quality compared with human-generated output. 3. The rate of output generally exceeds human capabilities. 4. Human conflicts are avoided. Among the potential drawbacks of automation are the following: 1. The traditional argument against automation is that it displaces humans. Although automation has been shown to result in more jobs rather than fewer, and the jobs created are more interesting than those lost, the workers must be retrained, which adds to the cost. Moreover, workers often tend to resist change, and fear loss of jobs. 2. Automated systems often involve substantial costs, and this necessitates a high volume of output to make the system economical. 3. Automated systems can be inflexible because they are often restricted by design to a narrow range of tasks.4. Automated systems do no problem solving or continuous improvement; workers are needed for those jobs. The issue of whether to automate or the degree to which automation should be used must be carefully examined so that all the ramifications are clearly understood by decision makers. Also, much thought and careful planning are necessary to successfully integrate automation into a production system. Otherwise, it can lead to major problems. GM invested heavily in automation in the 1980s only to find its costs increasing while flexibility and productivity took a nosedive. Its market had shrunk while GM was increasing capacity. Compared with American firms, the Japanese are much greater users of automated processing in the automotive and steel industries, but they are considerably less automated in agriculture. The success of the Japanese in the areas of quality and productivity in industrial applications of automation, and the U.S. success in agriculture, have caused managers in many U.S. firms to give more attention to the possible benefits of automation. There has not yet been a wholesale rush toward it. One possible reason is the resistance of labor unions. Another is the enormous cost, coupled with a long period of time before payoffs can be realized. Still another reason is the costs and difficulties of retraining employees and the problems associated with integrating automated systems into current operations. Social, human factors and environmental (SHE) considerations should be taken into account right from the start of automation. In other words, the problems which arise concerning the needs of both man and nature in new buildings and industries, and also in domestic housing and the whole area of urban development, must be predicted and solved before the first brick is laid. This also implies a sound judgment of the technical means that are available to solve these problems. So much is self-evident, and sounds almost trite. But sadly enough, it is very seldom that this ideal exists in practice, despite the fact that discussion and controversy about human factors and environmental problems are currently so fashionable. The main reasons for this are two-fold: (1) The people with knowledge and experience in the human factors field are not the ones doing the design and planning. (2) A more serious problem at the present time is that the information available in the fields of human factors (e.g. ergonomics, occupational and environmental health) is mainly of a diagnostic and research- oriented character and not suitable for direct application. Experience, although limited in the use of this 'diagnostic' information in the United States, shows that this is not directly applicable to the processes of design and planning. It requires some effort for a non-specialist to search the literature, for example, for a relevant fact which should be used in a design, and many aspects XIcannot be considered at all. What is needed is a 'data-bank' of knowledge, which cannot be used directly in the design and planning process and routines. The routines which are in current use in the design of new domestic and industrial buildings have achieved a high level of sophistication and complexity, while the actual time allowed for these stages has been steadily reduced. This in turn means that many design activities have to be performed in parallel, and complex rules for information flow between experts in different fields and for decision-making tasks have been formulated. It is thus even more difficult to break into these processes with new types of information. Over one hundred years ago Karl Marx described the 'alienation' of the industrial worker and it is now apparent that factory and business organization in Western Europe and America has developed from many doubtful precepts. In order to cope with the increasing size and complexity of industrial structures work has become more fragmented and inane. Management has become more authoritarian and rule-ridden as workers have become more democratic and educated. Able, alert and highly trained people are being asked to dull boring repetitive jobs. It is not surprising that this leads to poor industrial relations and managerial decisions to invest in plant rather than labor wherever possible. The picture for the future then would appear to be of social, economic and technical developments all acting and reacting one with another as at present. If however we take a round dozen trends to illustrate the subtle changes of emphasis which are likely to have taken place in the next thirty years we are in a better position to tease out some of the most important problems which researchers should currently be engaged in investigating. Amongst the most important trends would seem to be: (1) An ever-increasing rate in the advancement of technology. (2) Constantly increasing human expectations, wants and needs. (3) A stress on automatic and manual assembly rather than on production. (4) An increase in the number and variety of products. (5) A decrease in characteristic batch sizes. (6) An increased complexity in the nature of products. (7) Higher demands of the performance and reliability of products. (8) Increasing complexity of knowledge. (9) A speed up in the rate at which knowledge becomes obsolescent. (10) An increased reliance on machines to do routine tasks. xn(11) A great increase in non-reparable goods. (12) The development of more capital intensive, as opposed to labor- intensive plants. Cumulative such trends make it inevitable that when looking at the inter relationship of industrial and social systems consideration must be given to the following problems which are more than likely to emerge (1) Boredom at work. (2) A growing pool of unemployed people. (3) The necessity to find a suitable social ethic. These problems are significant because they most clearly exemplify the difficulties of trying to integrate industrial sub-systems into social structures. The problems are endemic because industry must judge itself in practical terms whereas societies are based upon norms and values which, in the end, can only be assessed in theoretical terms. The success of the first industrial revolution was based almost entirely on the successful marriage of two essential components. They were a sophisticated division of labor and development of universal literacy. The first factory, by placing skill in the design of a job, rather than its execution, made available a great number of potential employees. To the employer there was very little difference between a skilled and an unskilled man, for successful job completion became primarily dependent on the utilization of efficient and effective machines. Literacy was necessary so that the work force could execute their simple tasks as required. The release of productive forces which evolved from this rationalistic, functionally-oriented approach itself stimulated consumer demand. As a result there was ever increasing tendency to centralize production and administration wherever this was possible. The long-term consequence of this was seen by people like John Ruskin and William Morris to be the degradation of man; but accepting that business exist first and foremost to make money it would have been unrealistic for companies to reject what appeared to them to be obviously beneficial strategies. Over the period of a hundred years or so this centralization and rationalization gave rise to what we know as flow-line methods of production. (Although to most people 'the flow-line* epitomizes what industrialization is about in truth, it is batch manufacture which still most characteristic of manufacturing plants. The true importance of the flow-line lies in what it represents rather than in its extensiveness). Concurrently with the process of industrialization the educational system took on its own momentum. Not only did industry and commerce make increasing demand for a skilled and knowledgeable labor force but people came to require xiueducation for themselves-and more particularly for their children-for the status and other side-benefits it was believed to confer. Some of the problems associated with treating expanding educational opportunity as a national investment are currently being faced by industrialized nations. The higher expectations which result and which for many cannot be met-and the more articulate criticism of unacceptable conditions of work which we now see are likely to become greater in he near future. Frustrated ambition became common as higher education ceased to be the privilege of the elite and was extended to the middle sectors of the population. These problems cannot but be intensified as higher education becomes regarded as the birthright of the majority. About Research and Results As an application, an inquiry of 36 questions were prepared. Because the main application field of automation in Türkiye is automotive industry, we choosed this industry for the inquiry and because of their proximity to the subject we choosed white collar workers as the target group. Generally companies do not have adequate computer training programs for their white collar workers. Workers usually learn about computers by experience. At the level of selection and implementation of the automation system, there is not enough contribution of white collar workers. Also at this level they confront with the difficulties about the system. Automation system causes a decrease on the number of workers. Generally automation does not have a positive effect on the wages of Turkish white collar workers. The operational output data of the system is more than needed. At the level of implementation workers do not have enough alternatives of automation equipment! Firms do not pay enough attention on reorganization. Automation causes stress among Turkish white collar workers. On the other hand, if it is right to state some positive effects of automation; The aims are clearly defined. The system decreases the accidents. Firms generally give much attention that the work goes well in the departments of the members of the automation team. The automation system used is usually flexible and much different than the previous one. Generally the system requires new methods to be learned. There seem enough communication between the users and the system experts (who had set up the system). Users can easily reach to the system experts when they get into trouble. Generally it seems that the automation system is useful. Some Points About Cross Correlations During implementation, workers of technical secondary school, 2 year technical high school graduates confront with the difficulties. Also masters degree owners do have difficulty about automation. It is observed that the least and most experienced workers have difficulties about automation. Workers of 4 year technical high school and normal 4 year university graduates find the system less xivuseful than the other workers. Workers of 1.5-2 and 5.5-10 years are not much satisfied about the system. When the level of education increases, rate of acceptance of the system does not increase. In their early years, workers do not accept the system easily. The usefulness of the system does not play an important role on acceptance of the system. When flexibility increases, acceptance rate decreases. The usefulness of the system plays a negative role on the number of workers. Number of workers is not proportional with flexibility. Automation requires less number of staff if their education level is higher. Firms give less attention to reorganization, if the system is more flexible. Especially Bachelor and Masters degree owners do not find reorganization necessary. Also least and most experienced workers do not find reorganization necessary. Generally, regardless of education level training is not adequate. Especially for workers of 3-9 and 16-19 years experience, training is not enough. With the increase of usefulness of the system, the operation output data decreases. More flexible system does not mean, more operational output data. Increase of flexibility means the increase of usefulness, but usefulness of the system does not contribute to social relations positively. Also flexibility does not play a positive role on social relations. Social relations have a good trend, especially for 2 year high school and 4 year technical education faculty graduates. Regardless of work experience social relations are not satisfactory. Especially, we observe the lest and most experienced workers, out of social relations. We observe that usefulness of the system decreases stress among the workers. The level of automation involvement of workers, does not play an important role over stress. Stress is independent from the education level. Least and most experienced workers show more stress than the others. Work evaluation has a positive effect on stress and on social relations. More controllable systems do not have positive effect on stress. For workers who have high confidence level in the system, social relations are good and stress is low. Regardless of education level, automation does not have a positive effect on wages. Contribution of automation to the wages of the most experienced is the least. For workers, the increase of usefulness of an automation does not mean the operational output data to be clear and flexible systems do not need to be safe. xv
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