There is perhaps no facet of modern society where the influence of computer automation has not been felt. Flight management systems for pilots, diagnostic and surgical aids for physicians, navigational displays for drivers, and decision-aiding systems for air-traffic controllers, represent only a few of the numerous domains in which powerful new automation technologies have been introduced. The benefits that have been reaped from this technological revolution have been many. At the same time, automation has not always worked as planned by designers, and many problems have arisen–from minor inefficiencies of operation to large-scale, catastrophic accidents. Understanding how humans interact with automation is vital for the successful design of new automated systems that are both safe and efficient. The influence of automation technology on human performance has often been investigated in a fragmentary, isolated manner, with investigators conducting disconnected studies in different domains. There has been little contact between these endeavors, although principles gleaned from one domain may have implications for another. Also, with a few exceptions, the research has tended to be empirical and only theory-driven. In recent years, however, various groups of investigators have begun to examine human performance in automated systems in general and to develop theories of human interaction with automation technology. This book presents the current theories and assesses the impact of automation on different aspects of human performance. Both basic and applied research is presented to highlight the general principles of human-computer interaction in several domains where automation technologies are widely implemented. The major premise is that a broad-based, theory-driven approach will have significant implications for the effective design of both current and future automation technologies. This volume will be of considerable value to researchers in human factors, human-computer interaction, aviation and cognitive psychology, industrial engineering–and related disciplines as well as computer scientists, aeronautical, biomedical, and mechanical engineers. In addition, it should interest others involved in the design and manufacture of automation technologies. Part I covers broad theoretical perspectives and concepts in automation research. Part II assesses the impact of automation on different aspects of human performance, including monitoring, mental workload, situational awareness, vigilance, decision making, and supervisory control. Aspects of team performance in automated systems are also discussed. Part III examines issues related to human performance in different domains where automation technologies have been introduced including: aviation, different modes of transportation, motor vehicles on the road, maritime operations, medical systems, quality control and maintenance, and oil and gas pipeline operations. Part IV speculates on the future relationship between humans and automation and explores this relationship in the context of understanding the “teleology,” or grand purpose in design, of automation technology.
Automotive
Quicker, Accurate Response to Changes, Cost Management and Time for Innovation
The automotive industry continues to explore ways to expedite the design and delivery of new automobiles, but struggles with existing processes that are laden with bureaucracy and aging systems. The need for Tier-1 and other suppliers to meet the never ending demand of changes and cost reductions by OEMs only adds to the problem and takes away from time for innovation. Innovation, whether you are the OEM or a supplier, is key to survival in today’s competitive landscape.
4.1 Rule Stream Benefits:
Quicker, more accurate responses
Better change cost management and recovery
Time for innovation
Faster design cycles
Variant design manageability
Time for analysis including industry and legislative regulations
Better quality – reduced warranty costs
Error reduction in design and manufacturing processes
Leverage existing PLM environment
Leverage existing CAD solutions
Lower testing and validation requirements through design reuse
4.2 The Automotive Challenge
Many current engineering processes inherently end up with large amounts of time spent literally re-inventing the wheel, while the best answer is buried in the pool of intellectual property assets already in place from previous auto programs. Whether it is existing parts, practices, concepts or methodologies, engineers often find it easier to create new ones, rather than reuse existing and proven ones. As a consequence, manufacturing constraints or previous manufacturing problems tend not to be reviewed, which causes inaccurate quotes and increased costs at manufacturing time. Strict time deadlines for responses and no way to easily search and reuse existing proven product and manufacturing solutions contribute to this problem. Without considering the downstream processes like managing additional parts inventory, vendor searches, warranty issues with unproven parts and factory requirements, the bureaucracy gets even deeper and cost margins are eroded.
4.3 The Rule Stream Solution
Rule Stream allows engineers to be more productive, innovative, efficient, and more valuable to the overall auto program they are working on and at the same time reducing costs of the program. The solution automates the non-value add, time consuming and mundane engineering processes that can be encapsulated in design and manufacturing rules in a shareable enterprise repository. And by including analysis as a part of this automation, Rule Stream’s automotive solution continuously captures and improves the company´s knowledge assets (intellectual property).
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Automotive component makers see hope in low-cost automation |
Pushed to the edge by sky-rocketing commodity prices and the sliding dollar, automotive component manufacturers in India are now exploring the use of ‘low-cost automation’ (LCA).
| LCA, which is being used extensively in industrially developed countries, is defined as a technology that creates some degree of automation around existing tools, methods and people, by using standard components available in the market, along with mechatronics.
LCA is expected to reduce manufacturing costs, increase productivity and improve quality as it is tailored to suit existing machines and people working on specific processes. For the automotive component industry, LCA is seen as a ray of hope. The industry’s rate of growth of turnover has fallen short of the expected target. From the 2006-07 figure of Rs 62,500 crore, it was expected to grow 15 per cent (Rs 74,200 crore). However, it grew only by 11 per cent to Rs 71,600 crore. The rate of growth of exports also fell short of the target by 4.2 per cent. It grew only 15.8 per cent as against the targeted 20 per cent. Some of the products that were exported were vehicle spares such as piston rings, engine valves, fuel injection parts, filters, brake assemblies, clutch components and bulbs. Automotive Component Manufacturers Association of India (ACMA — Southern Region) chairman Srivats Ram told Business Standard: “The situation appears grim at the moment for us as the two-wheeler and three-wheeler industry is witnessing a slowdown. The passenger car industry is not accelerating at the expected pace. There is tremendous pressure to reduce manufacturing costs. It has become a question of survival.” There are around 1,500 automotive component manufacturers across the country of which 558 are members of ACMA. While the major problems being faced by the component manufacturers are high interest rates on automobile loans, availability of skilled labour and rising prices of steel and other commodity inputs, what has added to their woes is stiff competition from China and other Southeast Asian countries on the price front. In the domestic market too, the recent drop in automobile sales has forced the original equipment manufacturers (OEMs) to cut down on sourcing components. “It is against this backdrop that the industry is looking at low-cost productivity improvements. We need to introduce innovative ideas and solutions in manufacturing to optimize capacity and achieve the competitive edge,” Ram said. To familiarize component manufacturers with LCA, the Association recently organized a workshop in Bangalore where experts in the field including Japanese-based Streamline Strategy’s managing director, Takao Kasahara, made presentations. In India, there are about 10 component manufacturers such as Sundaram Clayton Limited, TAFE Access, NRB Bearings, Godrej and Boyce Manufacturing Company, TVS Motors and Harita Seating Systems which have implemented LCA in their plants. The outcome has been positive for these companies. For instance, Godrej’s productivity in terms of units in the safe deposit assembly line went up after implementing LCA. While six operators worked to produce 78 units in the old safe deposit assembly process, with LCA the output was 133 units with three operators. ACMA member S Thiagarajan said: “There are a lot of smaller companies which are battling rising manufacturing costs. For these, LCA makes for an ideal solution.” However, Kasahara has a word of caution for the component manufacturers. “The do-it-yourself concept will work effectively in the Indian context. Companies should only buy materials and not solutions.” he said.
Attrition in the industry takes new dimension Attrition — a problem confined to the mid-level of management in automotive component manufacturing industry — has now started affecting operators. ACMA chairman Srivats Ram said: “Attrition at the lower level of the workforce is turning out to be a major problem, especially in cities like Chennai where automobile majors are establishing plants.” There have been instances of the workers of smaller companies failing to turn up at the workplace as they have been hired by bigger companies. The attrition rate is around 5 per cent said ACMA member S Thiagarajan. “Most OEMs find it prudent to hire people from smaller companies instead of spending time and resources on training newcomers,” he added. |
