人機工程學外文翻譯

1、<p>　　南京理工大學泰州科技學院</p><p>　　畢業(yè)設(shè)計(論文)外文資料翻譯</p><p>　　學院 (系)： 機械工程學院 </p><p>　　專 業(yè)： 工業(yè)工程 </p><p>　　姓 名：

2、 丁霞 </p><p>　　學 號： 0901020101 </p><p>　　外文出處： Profession English for Industrial </p><p>　　Engineering, 181-1

3、90 </p><p>　　附 件： 1.外文資料翻譯譯文；2.外文原文。 </p><p>　　注：請將該封面與附件裝訂成冊。</p><p>　　附件1：外文資料翻譯譯文</p><p><b>　　人機工程學</b></p><p>

4、<b>　　1 簡介</b></p><p>　　1.1 人機學的定義</p><p>　　在試圖定義人機學之前，我們有必要了解一下這個術(shù)語。美國和其他小部分國家通常使用“人機學”。盡管 “工效學”在美國也使用，但在歐洲和世界其他地區(qū)更為流行。一些人曾試圖去區(qū)別這兩個術(shù)語，但我們認為任何區(qū)分都過于武斷。在所有的實際應(yīng)用中，這兩個術(shù)語是同義詞。另一個偶爾看到的術(shù)語（尤其

5、在美國軍方）是人類工程學。但這個術(shù)語學術(shù)界不太愛用，而且使用的越來越少。最后，工程心理學這些術(shù)語被美國的一些心理學家所使用。一些人將工程心理學視為是涉及人類能力和極限的基礎(chǔ)研究，而人機學則更多地和信息在產(chǎn)品設(shè)計中的應(yīng)用相關(guān)，并以此將兩者區(qū)別。無需足夠的解釋，并不是所有人都同意這種區(qū)別。</p><p>　　我們將通過人機學所關(guān)注的重點、目標以及方法來對其進行定義。</p><p>　　1.

6、2 人機學的關(guān)注重點</p><p>　　人機學關(guān)注的是人以及人和產(chǎn)品、設(shè)備、設(shè)施、程序和環(huán)境在工作和日常生活中的交互。其重點是人（這與工程學相反，工程學則更多地強調(diào)純粹技術(shù)工程上的因素）和產(chǎn)品設(shè)計對人的影響。因此，人機學尋求改變?nèi)藗兪褂玫臇|西和使用這些東西的環(huán)境，以便使它們更好地符合人的能力、極限和需求。</p><p>　　1.3 人機學的目標</p><p>

7、　　人機學主要有兩個目標。第一個是提高工作和其他活動的實施效力和效率。這里包括提高使用的便捷性，減少錯誤和提高生產(chǎn)率。第二個目標是加強某些有力的人類價值，包括提高安全度，減少疲勞和壓力，增加舒適度，加大使用者的接受程度，提高工作滿意度和改善生活質(zhì)量。</p><p>　　看起來要同時達到上述各種目標是很困難的，但Chapanis（1983）提出，有兩點可以幫助我們達到目標。第一，在特定的應(yīng)用中，只有一個子集的目標

8、在特定的應(yīng)用中通常是最重要的。第二，目標之間是相互關(guān)聯(lián)的。例如，運用人機學技術(shù)設(shè)計的機器或產(chǎn)品通常不僅更安全，而且更容易使用，不易導(dǎo)致疲勞，并且使用者也會更滿意。</p><p>　　1.4 人機學的方法</p><p>　　人機學的方法是將有關(guān)人類能力、極限、特性、行為和動機的相關(guān)信息系統(tǒng)地應(yīng)用于設(shè)計人們所使用的產(chǎn)品、程序和所需環(huán)境。它包括科學調(diào)查研究，以便發(fā)現(xiàn)人類和他們對產(chǎn)品、環(huán)境等各

9、種反應(yīng)的相關(guān)信息。這些信息是提供設(shè)計意見和預(yù)測多種設(shè)計的可能效果的基礎(chǔ)。人機學的方法還包括評價我們所設(shè)計的產(chǎn)品，以保證它達到預(yù)期的目標。</p><p>　　雖然諸如為人類使用的設(shè)計、工作和生活條件最優(yōu)化等詞語都部分給出了人機學的印象，但沒有一句精煉的句子能完全描述人機學研究的范圍。如果你需要的是一個簡練的包括關(guān)注焦點、目的和方法等各個基本要素的人機學定義，我們推薦以下的定義，它是由Chapanis(1985)稍

10、微修改而來的：人機學發(fā)現(xiàn)人類行為、能力、極限和其它特性的信息，將其用于設(shè)計工具、機器、系統(tǒng)、工作、任務(wù)和環(huán)境以供人類更具效益、更安全、更舒適和更有效地使用。</p><p><b>　　2 人為錯誤</b></p><p><b>　　2.1人為錯誤</b></p><p>　　對一些人來說，人為錯誤這一詞的隱含意義是責備

11、或者禍端。但是更高效的方法是把人為錯誤簡單地看作是一個緣由可被調(diào)查的事件。關(guān)于人為錯誤已經(jīng)有很多定義，但以下定義包含了打多數(shù)定義的本質(zhì)：人為錯誤是一種不恰當?shù)幕蛘卟皇軞g迎的認為決定或行為，它降低了或者可能降低效率、安全度或系統(tǒng)的性能。在這個定義中我們需要注意兩點。第一，這里定義的錯誤是指對系統(tǒng)規(guī)范或者人的不良影響或潛在的影響。忘記在午餐盒中放入餅干在建造一座橋時不會被視為人為錯誤，但在工作場所忘記穿安全鞋或戴安全鏡就會被視為人為錯誤。第

12、二，一種行為不是一定要當已經(jīng)造成了系統(tǒng)性能的退化或者對人們的不利影響才能被視作錯誤。一個錯誤在可能造成損害前被糾正仍然是一種錯誤。重要的一個行為必須具有對系統(tǒng)或人類產(chǎn)生不利影響的潛在可能性才能被視為錯誤。</p><p>　　雖然在一些人中有一種認為錯誤就是“操作者”所犯的趨勢，但其實與系統(tǒng)設(shè)計和操作相關(guān)的人也有可能犯錯，例如設(shè)備的設(shè)計師、管理者、監(jiān)督者和維護人員。因此，在談及人為錯誤的時候，我們不應(yīng)只關(guān)注操作者

13、，而應(yīng)將整個系統(tǒng)都考慮在內(nèi)。</p><p>　　如果人為錯誤包括不恰當或者令人不快的行為，那么去理解一個人如何判斷什么行為是恰當?shù)幕蚴軞g迎的就非常重要。Rasmussen ((1979) 指出這種判斷常常是在事件發(fā)生后某個人對某種行為做出合理、謹慎評價的結(jié)果。本質(zhì)上說，判斷一個人為錯誤有些武斷，因為我們在認定錯誤之前可能還不能確定什么行為是恰當?shù)?。不僅如此，Rasmussen(1987)還指出，要確定一個事件是

14、人為錯誤完全取決于最后仲裁者定的規(guī)則。如果系統(tǒng)性能被判定為低于某種標準，某些人往往會沿原路返回去尋找造成這一錯誤的原因。需要走多遠要視情況而定。你可以僅僅止步于操作者的行為本身，并認定這是一個人為錯誤，也可以研究是什么原因?qū)е滤羞@樣的行為。如果研究的話，就可能追溯到其它的因素，如設(shè)備故障、管理不善、不準確或不完整的流程等。Rasmussen(1982) 發(fā)表的一種驚奇的觀點認為，一種行為之所以會變成錯誤行為，是因為這個行為在一種不友善

15、的環(huán)境中發(fā)生，這種環(huán)境在一個不可接受的結(jié)果發(fā)生前不允許發(fā)現(xiàn)和逆轉(zhuǎn)。</p><p>　　2.2 人為錯誤分類系統(tǒng)</p><p>　　多年來出現(xiàn)了各種各樣的錯誤分類方法。一種有效的分類系統(tǒng)要能夠整理有關(guān)人為錯誤的數(shù)據(jù)，這種數(shù)據(jù)對于錯誤形成的各種方式以及如何預(yù)防錯誤的發(fā)生能夠提供有用的見解。多年來， 在人為錯誤的實用分類方面有許多嘗試。我們將簡單地討論其中幾種分類方法來闡述這個領(lǐng)域的思想。&

16、lt;/p><p>　　離散行為的分類：其中針對個別、離散行為最簡單的分類方法就是Swain和Guttman(1983)所使用的那種分類方法 </p><p><b>　　遺漏錯誤</b></p><p><b>　　執(zhí)行錯誤</b></p><p><b>　　順序錯誤</b>&

17、lt;/p><p><b>　　時間錯誤</b></p><p>　　遺漏錯誤包括一些沒有能夠完成的事情。例如，一個電工在試圖爬上變電站的鋼架結(jié)構(gòu)時觸電死亡。要完全關(guān)閉變電站的電源需要斷開很多電源插頭，很顯然他遺漏了其中一個。</p><p>　　執(zhí)行錯誤包括沒有正確履行和執(zhí)行的事情。例如，一個機器維修工坐在一條傳送帶上讓他的搭檔輕輕地按動按鈕讓傳

18、送帶緩慢的向前移動幾英尺。他的搭檔這是正好失去平衡，用力地按動了按鈕，傳送帶全速移動而不是緩慢移動。機器維修工被拉扯至傳送帶和比傳送帶高23cm的鋼支架之間。</p><p>　　順序錯誤（其實是順序錯誤的一個小分類）是指某個人在完成某項任務(wù)或者任務(wù)中的某些步驟時沒有按照順序做而發(fā)生的錯誤。例如，一個起重機操作工要提升24噸石頭。他先將支架旋轉(zhuǎn)了90度再提升吊桿，而不是先提升吊桿再旋轉(zhuǎn)支架，導(dǎo)致他在試圖提升吊桿之

19、前，起重機傾翻了。</p><p>　　時間錯誤（也是順序錯誤的一個小分類）是人們沒有在規(guī)定的時間內(nèi)完成某項動作，無論當時動作太快還是太慢。例如，手在工件和鉆床之間移動太慢就是時間錯誤，它能造成嚴重的工傷事故。</p><p>　　2.3 人為錯誤的處理</p><p>　　人犯錯是不可避免的。有很多方法可以降低犯錯的可能性和減少錯誤造成的消極結(jié)果，我們就不在這里一

20、一舉例了。然而，簡要地討論有哪幾類方法還是有用的?？偟膩碚f，可以通過人員的挑選和培訓，以及設(shè)備、程序和環(huán)境的設(shè)計來降低犯錯的可能性和其所造成的影響。</p><p>　　挑選：挑選有能力和有技術(shù)的人員來完成工作，出錯的可能性會較小。一些因素像是知覺能力、智力和運動能力都應(yīng)該被考慮。這種方法也有制約：(a)它并不總是容易確定需要什么樣的技能和能力，(b)并不總是有可靠和有效地方法來測試所需求的技能和能力，(c)可能

21、沒有充足的合格人員。</p><p>　　培訓：可以通過對人員的適當培訓來減少錯誤。不幸的是，人們并不總是按照培訓的要求來工作。他們會忘記或者恢復(fù)他們接受培訓之前已經(jīng)形成的舊習慣。培訓通常很昂貴，因為它必須涉及每一個人，并且在一些關(guān)鍵崗位，而且需要反復(fù)重新培訓。后面我們會進一步討論有關(guān)培訓的事。</p><p>　　設(shè)計：這本書的重要主題之一就是通過設(shè)備、程序和環(huán)境的設(shè)計來改善人的工作績效

22、，包括降低錯誤發(fā)生的可能性和所造成的后果。一般有三大類的設(shè)計方法來處理人為錯誤：</p><p>　　排斥性設(shè)計：這種設(shè)計使錯誤的操作無法進行</p><p>　　預(yù)防性設(shè)計：這種設(shè)計使錯誤的操作很難執(zhí)行，但不一定不能執(zhí)行</p><p>　　故障保險設(shè)計：這種設(shè)計減輕錯誤造成的后果而不必降低錯誤發(fā)生的可能性</p><p>　　通過設(shè)計來減

23、少錯誤的發(fā)生和所造成的后果，常?？梢允墙鉀Q人為錯誤最具有成本效益的一種方法。一個系統(tǒng)只需要設(shè)計一次，而當有新的人員成為系統(tǒng)的一部分的時候，挑選和培訓卻必須重復(fù)進行。實際上，改變機器要比改變?nèi)巳菀椎枚唷?lt;/p><p>　　關(guān)于消除人為錯誤，Sender(1983)和Rasmussen(1987)提出了一種有趣的觀點。他們指出，人是伺服裝置，必須在環(huán)境中鍛煉來學習和獲得技能。他們認為，錯誤是這種實驗和反復(fù)學習自然而

24、然的結(jié)果，他們主張，錯誤對于發(fā)展熟練的工作技能是必要的。他們的重點是如何為犯錯提供“安全”的機會（比如在培訓中）或者創(chuàng)造一種環(huán)境來提高錯誤的發(fā)現(xiàn)和改正幾率。</p><p>　　附件2：外文原文（復(fù)印件）</p><p>　　Human Factors Engineering</p><p>　　Introduction</p><p>　　

25、1.1 Human Factors Engineering Defined</p><p>　　Before attempting to define human factors engineering, we should say a word about the term. Human factors engineering is the term used in the United States and

26、a few other countries. The term ergonomics, although used in the United States , is more prevalent in Europe and the rest of the world. Some people have tried to distinguish between the two, but we believe that any dist

27、inctions are arbitrary and that, for all practical purpose, the terms are synonymous. Another term that is occasionally </p><p>　　We approach the definition of human factors engineering in terms of its focus

28、, objectives, and approach.</p><p>　　Focus of Human factors engineering</p><p>　　Human factors engineering focuses on human beings an their interaction with products, equipment, facilities, proc

29、edures, and environments used in work and everyday living. The emphasis is on human beings (as opposed to engineering, where the emphasis is more on strictly technical engineering considerations ) and how the design of t

30、hings in influences people. Human factors engineering, then, seeks to change the things people use and the environments in which they use these things to better match </p><p>　　Objectives of Human factors en

31、gineering</p><p>　　Human factors engineering has two major objectives. The first is to enhance the effectiveness and efficiency with which work and other activities are carried out. Included here would be su

32、ch things as increased convenience of use, reduced errors, and increased productivity. The second objective is to enhance certain desirable human values, including improved safety, reduced fatigue and stress, increased c

33、omfort, greater user acceptance, increased job satisfaction, and improved quality of live.</p><p>　　It may seem like a tall order to enhance all these varied objectives, but as Chapanis (1983) points out, tw

34、o things help us. First, only a subset of the objectives are generally of highest importance in the specific application. Second, the objectives are usually correlated. For example, a machine or product that is the resul

35、t of human factors engineering technology usually not only is safer, but also is easier to use, results in less fatigue, and is more satisfying to the user.</p><p>　　Approach Of Human Factors Engineering<

36、/p><p>　　The approach of human factors engineering is the systematic application of relevant information about human capabilities, limitations, characteristics, behavior, and motivation to the design of things

37、and procedures people use and the environments in which they use them. This involves scientific investigations to discover relevant information about humans and their responses to things, environments, etc. This informat

38、ion serves as the basis for making design recommendations and for predicting th</p><p>　　Although no short catch phrase can adequately characterize the scope of the human factors engineering field, such expr

39、essions as designing for human use and optimizing working and living conditions give a partial impression of what human factors engineering is about. For those who would like a concise definition of human factors enginee

40、ring which combines the essential elements of focus, objectives, and approach discussed above, we present the following definition, modified slightly from Chapani</p><p>　　Human Error</p><p>　　H

41、uman Error</p><p>　　To some people the term human error has a connotation of blame or curser. A much more productive approach, however, is to consider human error simply as an event whose cause can be invest

42、igated. Numerous definitions have been proposed for human error, but the following embodies the essence of most of them: human error is an inappropriate or undesirable human decision or behavior that reduces, or has the

43、potential for reducing, effectiveness, safety, or system performance. Two things should be no</p><p>　　Although there is a tendency among some to view errors as those of “operators”, other people involved in

44、 the design and operation of systems also can make errors, such as equipment designers, managers, supervisors, and maintenance personnel. Therefore, in talking about human error, we should consider the entire system and

45、not focus only on the operator.</p><p>　　If human error involves inappropriate or undesirable behavior, then it is important to understand how one determines what behavior is appropriate or desirable. Rasmus

46、sen (1979) points out that such determinations are often set by some one conducting a rational , careful evaluation of the behavior after the fact. In essence, what is considered to be a human error is somewhat arbitrary

47、 because the determination of what is appropriate may not have been established until the error was identified. In</p><p>　　Human Error Classification Schemes</p><p>　　Various error classificati

48、on schemes have been developed over the years. An effective classification scheme can be of value in organizing data on human errors and for giving useful insights into the ways in which errors are caused and how they mi

49、ght be prevented. Over the years, there have been numerous attempts at developing a practical taxonomy of human errors. We will briefly discuss a few such schemes to illustrate the thinking in the area.</p><p&

50、gt;　　Discrete-action classifications one of the simplest classification schemes for individual, discrete actions is that used by Swain and Guttman(1983)</p><p>　　Errors of omission</p><p>　　Er

51、rors of commission</p><p>　　Sequence errors</p><p>　　Timing errors </p><p>　　Errors of omission involve failure to do something. For example, an electrician was electrocuted while a

52、ttempting to position himself on the steel framework of an electrical substation. There were several points to disconnect in order to shut off power completely to the substation, and he apparently forgot to disconnect on

53、e of them.</p><p>　　Errors of commission involve performing and acting incorrectly. For example, a mechanic sitting on a conveyer belt called for his partner to lightly hit the start button to jog the belt f

54、orward a few inches. The helper lost his balance momentarily and hit the button hard enough to actually start the belt moving at full speed, rather than just jogging it forward. The mechanic was pulled between the belt a

55、nd a steel support high (23cm) above it.</p><p>　　A sequence error (really a subclass of errors of commission) occurs when a person performs some task, or step in task, out of sequence. An example occurred i

56、n the case of a crane operator who was lifting a 24-ton block of stone. Rather than lifting the boom and then rotating it 90 degrees, he rotated the near flat extended boom first, and before he could lift it, and crane o

57、verturned.</p><p>　　A timing error (also a subclass of errors of commission) occurs when a person fails to perform an action within the allotted time, either performing too fast or too slowly. Taking too lon

58、g to remove one’s hand from a work piece in a drill press, for example, is a timing error that can result in a nasty injury.</p><p>　　2.3 Dealing With Human Error</p><p>　　It is inevitable that

59、human will err. There are numerous specific strategies for reducing the likelihood or negative consequences of human errors, but we do not try to enumerate them here. However, a brief discussion of generic approaches mig

60、ht be useful. In general, the likelihood or consequences of errors can be reduced by personnel selection and training and by design of the equipment, procedures, and environment.</p><p>　　Selection : Selecti

61、ng people with the capabilities and skills required to perform a job will result in fewer errors being made. Such things as perceptual, intellectual, and motor skills should be considered. The limitations with this appro

62、ach are that (a) it is not always easy to determine what skills and abilities are required, (b) reliable and valid test do not always exist for measuring the required skills and abilities, and (c) there may not be an ade

63、quate supply of qualified people.</p><p>　　Training: Errors can be reduced by proper training of personnel. Unfortunately, people do not always perform as they were trained. They can forget or revert to old

64、habits acquired before training. Training can also be expensive because it must be given to each person and, in critical situations, should include refresher training as well. We will have a little more to say about trai

65、ning later.</p><p>　　Design: One of the important themes of this book is that the design of equipment, procedures, and environments can improve the performance of people, including reducing the likelihood an

66、d consequences of errors. There are three generic design approaches for dealing with human error:</p><p>　　Exclusion designs: the design of things makes it impossible to commit the error</p><p>

67、　　Prevention designs: the design of things makes it difficult, but not impossible, to commit the error</p><p>　　Fail-safe designs: the design of things reduces the consequences of errors without necessarily

68、reducing the likelihood of errors</p><p>　　Designing to reduce errors or their consequences can often be the most cost-effective approach to the problem of human error. A system need designed online once, wh

69、ile selection and training must be repeated as new people become part of a system. In essence, it is easier to bend metal then to twist arms.</p><p>　　Senders(1983) and Rasmussen(1987) make an interesting po

70、int with respect to eliminating human error. They point out that humans are servomechanisms and must experiment with their environment to learn and acquire skill. They maintain that errors are a natural consequence of th

71、is experimentation and trial-and-error learning. Errors, they contend, are necessary for the development of skilled performance. Their emphasis would be on how to provide “safe” opportunities for making errors (e.g. in t