'Ergon' means work while 'nomos'; means natural law - thus, when the two words are combined, ergonomics means 'how to work according to nature' as opposed to working in contradiction to the 'laws of nature'.
The term 'ergonomics' did not arise until 1857, when it was created and used by Wojciech Jastrzebowski in a narrative he wrote about the science of nature.
The term 'ergonomics' did not arise until 1857, when it was created and used by Wojciech Jastrzebowski in a narrative he wrote about the science of nature.
Scientific Management
In the early 1900’s, the production of industry was still largely dependent on human power/motion and ergonomic concepts were developing to improve worker productivity. Scientific Management, a method that improved worker efficiency by improving the job process, became popular.
Frederick W. Taylor was a pioneer of this approach and evaluated jobs to determine the “One Best Way” they could be performed. At Bethlehem Steel, Taylor dramatically increased worker production and wages in a shoveling task by matching the shovel with the type of material that was being moved (ashes, coal or ore).
In the early 1900’s, the production of industry was still largely dependent on human power/motion and ergonomic concepts were developing to improve worker productivity. Scientific Management, a method that improved worker efficiency by improving the job process, became popular.
Frederick W. Taylor was a pioneer of this approach and evaluated jobs to determine the “One Best Way” they could be performed. At Bethlehem Steel, Taylor dramatically increased worker production and wages in a shoveling task by matching the shovel with the type of material that was being moved (ashes, coal or ore).
Productive increase with the "Time and Motion" Studies
Frank and Lillian Gilbreth made jobs more efficient and less fatiguing through time motion analysis and standardizing tools, materials and the job process. By applying this approach, the number of motions in bricklaying was reduced from 18 to 4.5 allowing bricklayers to increase their pace of laying bricks from 120 to 350 bricks per hour.
Ergonomics affected World War II
World War II prompted greater interest in human-machine interaction as the efficiency of sophisticated military equipment (i.e., airplanes) could be compromised by bad or confusing design. Design concepts of fitting the machine to the size of the soldier and logical/understandable control buttons evolved.
After World War II, the focus of concern expanded to include worker safety as well as productivity. Research began in a variety of areas such as:
Frank and Lillian Gilbreth made jobs more efficient and less fatiguing through time motion analysis and standardizing tools, materials and the job process. By applying this approach, the number of motions in bricklaying was reduced from 18 to 4.5 allowing bricklayers to increase their pace of laying bricks from 120 to 350 bricks per hour.
Ergonomics affected World War II
World War II prompted greater interest in human-machine interaction as the efficiency of sophisticated military equipment (i.e., airplanes) could be compromised by bad or confusing design. Design concepts of fitting the machine to the size of the soldier and logical/understandable control buttons evolved.
After World War II, the focus of concern expanded to include worker safety as well as productivity. Research began in a variety of areas such as:
- Muscle force required to perform manual tasks
- Compressive low back disk force when lifting
- Cardiovascular response when performing heavy labor
- Perceived maximum load that can be carried, pushed or pulled