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Service Automation 33.6 Information Required for Effective and Efﬁcient Service 565

General purpose workstations

Control software for: Recording & control

DrivesLink device-coupler

MB204 cascadeMulti barrier MB204I/O S900-ex

ActuatorFlowI/O

MCC

Safe area

Industry standard

fieldbus H1

Industry standard

high speed fieldbus

Intelligent field

devices H1

Linking devices–gateways

High speed fieldbus devices

Hazardous area

PCs/workstations

Windows/UNIX

Process control

SCADA

Discrete robotics

Transmission network protection

Safety

Enterprise management software for:

Human systems interface

Engineering tools

Historical data collection

Asset optimization

Batch control

Fig. 33.9 Architecture of a plant with control and information ﬂow down to the ﬁeld device level [33.13](MCC: motor control

center; I/O: input/output; SCADA: supervisory control and data acquisition)

•

Failure reports

•

Proposed service actions

•

Detailed advice of how to carry out these actions,

including required tools

•

Information about spare parts, and their availability

and location

•

Information about urgency and time constraints

•

Data for administrative procedures.

Most of this information can be supplied automatically

to service personnel if it is available in a form that

allows digital data transfer.

This availability is the major bottleneck for the au-

tomation of service. Drawings of equipment may be

difﬁcult to come by and/or the original supplier of this

equipment may no longer be available.

Drawings, for example, may be available but not

scanned, so that only physical copies can be used by

service personnel.

Gradually, suppliers of industrial equipment are

transferring their data to platforms allowing various

forms of access, a trend already established for many

consumer goods such as cars or washing machines, for

example.

Figure 33.7 shows the example of a data set used in

the service of transmission systems, where a failure in

the grid has to be located and identiﬁed, and the service

crew has to be sent to the correct location for repair.

In this multilayer view, geographical data, taken from

global position system (GPS) systems are combined

with detailed technical information, failure reports, and

historical aspects of the devices to be serviced.

Part D 33.6

566 Part D Automation Design: Theory and Methods for Integration

The way in which these different data are stored and

prepared for fast and easy retrieval is important for an

efﬁcient service. Figure 33.8 shows a multidimensional

structure, in which, for each physical object of an instal-

lation – in this example a ﬂow meter – a large number of

views are available: so called aspects of the equipment.

These aspects cover the items in the long list above.

The service engineer can either look at the aspects

of interest by opening the corresponding view or can be

supported by automated systems that collect and pre-

pare the relevant data for the task.

Obviously, for full use to be made of the data, it is

necessary that the data are available in the ﬁrst place.

Service automation yields the highest beneﬁt when the

automation architecture in the plant is adequate and

communication capabilities and products for all asset-

related information are possible.

Figure 33.9 shows an example of such an archi-

tecture that provides this information from the ﬁeld

instrument level to the highest control level of a plant.

The data are recorded and analyzed in several dis-

tributed data management systems.

33.7 Logistics Support

Logistics is a support function whose objective is

guaranteeing the availability of required hardware

when service is performed. Such hardware is primar-

ily spare parts, but also includes maintenance parts

and tools [33.14–17]. The logistics function includes

inventory management and warehousing (stocking),

transportation planning and execution, including both

transportation to the customer site (or site where service

is performed), and the return of material (reverse logis-

tics). The challenge of this function is to optimize the

use of inventory and associated investment, while pro-

viding the service level required by service operations.

Automating thelogistics supportfunction is enabled

through information technology, integrating: informa-

tion about spare parts for products and systems through

America Europe Asia

Factories and suppliers

Customers..., consumer ... OEM's, integrators, and other partners

PSC

PSC PSC

PSC

CSU CSU CSU CSU CSU CSU

CSU

DC DC

SPCSPC

SPC

Product service

center

Repair

center

Information

flow

Material

flow

Strategic

parts

center

Distribution

center

Customer service

unit

Fig. 33.10 A network to deliver fast

and effective service to a widely

distributed customer base. OEM,

original equipment manufacturer

an online catalogue with inventory status, availability

information through warehouse management systems

(WMS) ordering, order status information through or-

der managements systems (OMS) [33.18], and speciﬁc

delivery and shipment status information through track-

and-trace systems.

In the environment of a large corporation with many

different products and systems serving a global market,

it is possible to establish an integrated global logis-

tics network enabling support of servicing all products

and systems to all customers worldwide. Such a net-

work could be organized as shown in Fig.33.10. The

product services center (PSC) is responsible for product

support, and supply of spare parts (and other service re-

lated products). The DC (distribution center) represents

Part D 33.7

Service Automation 33.8 Remote Service 567

cost-based operations focusedon distribution, providing

logistics services to different units. The DCs provide all

logistics services, including warehousing and shipping,

and are strategically located. In an efﬁcient network

most spare part orders are directly shipped to end cus-

tomers from the central DCs. The DC will handle

delivery of parts in a speciﬁed time window depending

on where the customer is located in relation to the DC.

Other approaches to efﬁcient logistics may have

critical parts stocked at a customer site, with all move-

ments of parts tracked and automatic replenishment

done based on parameter settings. When a part has to

be removed, the integrated network will generate the

replacement order automatically.

Customer support units (CSUs) are close to the sites

at which service may be required. The CSU works with

customers to ensure they have access to the right spare

parts. Proactive support might enable customers to di-

rectly accessthe CSUto order parts online, for example,

or ask for technical and order information.

The repair center (RC) is another important function

in the service network. Customers are not only inter-

ested in replacement of faulty parts but could require

repair or reconditioning as an alternative. The suppliers

of this service are the RCs, providing the repair function

itself, and the reverse logistics. Administration of prod-

uct warranty often requires return of faulty parts, which

is an element of the reverse logistics ﬂow.

33.8 Remote Service

Remote service [33.19] is an umbrella term for a vari-

ety of technologies that have one concept in common:

bringing the problem to the expert rather than bringing

the expert to the problem.

Remote services use existing and cutting-edge tech-

nologies to support ﬁeld engineers, irrespective of

location, in ways only dreamt of as little as 5years ago.

The Internet, togetherwith advances in communications

and encryption techniques, has contributed enormously

to this end. Remote service developments are a direct

result of the changing needs of plant operators expect-

ing more support at lower costs. Remote services are

designed to maximize knowledge bases in the most

cost-effective manner. The result ensures that the best

knowledge is in the right place, at the right time. With

a large number of different types of devices in a plant,

this can be a complex undertaking.

Generally equipment (control systems, sensors, mo-

tors etc.) is accessible from a remote location primarily

via the Internet or a telephone line. Several advantages

are obvious:

•

Support can be given in a shorter period of time.

•

The right experts support the local service person-

nel.

•

Cost may be reduced by avoiding travel.

One of many examples where remote service is intro-

duced is robots. Robots play a crucial role in the high

productivity and availability of a production line. Any

problem or reduced performance of a robot has a direct

negative inﬂuence on the output of the line. The oper-

ator’s expectation is to avoid delays and disturbances

during production.

Recently, Asea Brown Boveri (ABB) developed

a communication module that caneasily beplugged into

the robot controller for both old and new robot gen-

erations [33.20]. This module reads the data from the

controller and sends them directly to a remote service

center, where the data are automatically analyzed. This

is another example of the ever-growing application of

machine-to-machine technology, which has now been

applied to the world of robots. By accessing all rele-

vant information on the conditions, the support expert

can remotely identify the cause of a failure and provide

fast support to the end user to restart the system. Many

issues can hence be solved without a ﬁeld intervention.

In a case where a ﬁeld intervention is necessary, the res-

olution at the site will be rapid and minimal, supported

by the preceding remote diagnostics.

This automatic analysis not only provides an alert

when a failure with the robot occurs but also predicts

a difﬁculty that may present itself in the future. To

achieve this, performance of the robot is regularly an-

alyzed and the support team is automatically notiﬁed of

any condition deviation.

The degree of automation of a remote service is

again limited by the fact that personnel have to be

present at the location where the service is required.

Even though the replacement of people by service

robots is possible in principle, practical implementation

of this approach is hardly feasible.

Part D 33.8

568 Part D Automation Design: Theory and Methods for Integration

33.9 Tools for Service Personnel

The service task is, like almost all industrial operations,

an administrative process with many steps that need to

be organized, executed, and monitored. To support this

administrative work, a number of software solutions are

available on the market. These tools help to oversee and

order the steps to be taken by analyzing the situation

down to execution of the service on site.

Besides this administrative element of service there

is another level of organization, which is more difﬁcult

to manage. When service personnel arrive at the loca-

tion where the service is needed, they should already

have all necessary information about the repair or main-

tenance. If this is not possible (because the automation

level was too low) the information has to be collected

on site – a costly and time-consuming process.

Devices with a data port and a self-analysis system

can be connected and may help service personnel to

ﬁnd the optimum approach for the task. In connection

to the back ofﬁce, the service person is supplied with

documentation such as handbooks, drawings, guide-

lines for maintenance etc. via various communication

channels. While the availability of communication

channels and portable devices to handle the data are

not a major bottleneck today, the access to all the in-

formation, preferably in digital form, is the limiting

factor.

To alleviate this, increasing amounts of data re-

lated to the speciﬁc device are stored together with the

hardware, for example, in form of radiofrequency iden-

tiﬁcation (RFID) [33.21, 22] or built-in direct Internet

connection.

Future tools could integrate technologies of aug-

mented reality. These tools combine the real picture of

a device with displayed information about the object

inspected. Looking at a valve in a plant, for example,

the system would display the data of last inspection,

the present performance status, analyzed by a back-

ground system, the scheduled maintenance interval, etc.

Drawings of the part can be displayed and maintenance

instructions can be given.

In a number of very speciﬁc applications such as

surgery, the defense industry or aircraft, for example,

head-up devices are in use. Due to the need for inte-

grated data from many different sources in the service

application, it will take some time until this technology

will get wider use in service.

33.10 Emerging Trends: Towards a Fully Automated Service

While industrial service has various branches, from

preventive maintenance to scheduled repair, we take

emergency repair as an example to paint the future of

service automation.

What is currently state of the art in many con-

sumer products and some industrial devices will spread

through the whole industry in the form of products

and systems with self-monitoring capability and self-

diagnostic features to detect a performance problem and

analyze the probable cause.

These devices will be equipped with communica-

tion functions to report their status to a higher-level data

management system, which will then automatically ini-

tiate the necessary steps: further analysis of the case and

comparison with previous events, thereby implement-

ing a knowledge-based repair strategy. It will collect

the necessary documents for efﬁcient repair according

to the chosen strategy and provide these to the service

personnel, who will have been alerted automatically. It

will provide access information to the service staff and

inform the personnel at the location about the details of

the subsequent repair.

The systemwill furthermore automatically order the

spare parts or any special tools needed for the service

and initiate their delivery to the site.

Once the service personnel is on site the system

will give automated advice related to the service and,

if needed, connect to a back-up engineer who will have

full access to all data and the actual situation on site.

In the far future robots installed or transported to the

site of service may take over the manual work of service

engineers: as a ﬁrst step with direct remote control, but

in the future as independent service robots.

While the automated functions can be carried out

with almost no time delay, the transport of people and

hardware required to execute the repair will be the

time-limiting factor. In this regard improvements in

warehousing and transportation logistics, for example,

with the help of GPS systems, will drive future devel-

opment.

Part D 33.10

Service Automation References 569

Service automation is one of the fastest-growing

disciplines in industry. Ideally, it makes utmost use

of information and communication technology. It will

however take some time for the valuable tools already

installed in some parts of industry to penetrate fully into

industrial service. Service automation requires close

cooperation of many experts working in the areas of

embedded systems, sensors, knowledge management,

logistics, communication,data architecture, control sys-

tems, etc.

We can expect major steps in the future towards

more effective and faster industrial service.

References

33.1 J. Levitt: Complete Guide to Predictive and Pre-

ventive Maintenance (Industrial Press, New York

2003)

33.2 L.R. Higgins, K. Mobley: Maintenance Engineering

Handbook (McGraw Hill, New York 2001)

33.3 B.W. Niebel: Engineering Maintenance Manage-

ment (Marcel Dekker, New York 1994)

33.4 R.K. Mobley: Maintenance Fundamentals (Butter-

worth–Heinemann, Burlington 2004)

33.5 K. Ola: Lifecycle management for improved product

and system availability, ABB Rev. Spec. Rep. Ind.

Serv. 29, 36–37 (2004)

33.6 G. Cheever: High tech means high service per-

formance, ABB Rev. Spec. Rep. Ind. Serv., 26–28

(2004)

33.7 T. Haugen, J. Wiik, E. Jellum, V. Hegre,

O.J. Sørdalen, G. Bennstam: Real time energy per-

formance management of industrial plants, ABB

Rev. Spec. Rep. Ind. Serv., 10–15 (2004)

33.8 J.J.P. Tsai, Y. Bi, S.J.H. Yang, R.A.W. Smith:

Distributed Real-Time Systems: Monitoring, Visual-

ization, Debugging and Analysis (Wiley, New York

1996)

33.9 I. Lee, J.Y.-T. Leung, S.H. Son: Handbook of Real-

Time and Embedded Systems (Taylor & Francis, Boca

Raton 2007)

33.10 S.A. Reveliotis: Real-Time Management of Resource

Allocation Systems: A Discrete Event Systems Ap-

proach (Springer, New York 2004)

33.11 J. Bugge, D. Julian, L. Gundersen, M. Garnett: Map

of the future, ABB Rev. 2, 30–33 (2004)

33.12 A. Kahn, S. Bollmeyer, F. Harbach: The challenge of

device integration, ABB Rev. Special Rep. Autom.

Syst., 79–81 (2007)

33.13 H. Wuttig: Asset optimization solutions, ABB Rev.

Spec. Rep. Ind. Serv., 19–22 (2004)

33.14 M.S. Stroh: A Practical Guide to Transportation and

Logistics (Logistics Network Dumont, New Jersey

2006)

33.15 M. Christopher: Logistics and Supply Chain Man-

agement: Creating Value-Adding Networks (FT,

London 2005)

33.16 J.V. Jones: Integrated Logistics Support Handbook

(McGraw Hill, New York 2006)

33.17 A. Rushton, P. Croucher, P. Baker: The Handbook

of Logistics and Distribution Management (Kogan

Page, Philadelphia 2006)

33.18 E.H. Sabri, A. Gupta, M. Beitler: Purchase Order

Management Best Practices: Process, Technol-

ogy and Change (J. Ross Pub., Fort Lauderdale

2006)

33.19 O. Zimmermann, M.R. Tomlinson, S. Peuser: Per-

spectives on Web Services: Applying SOAP, WSDL and

UDDI to Real-World Projects (Springer, New York

2005)

33.20 D. Blanc, J. Schroeder: Wellness for your proﬁt line,

ABB Rev. 4,42–44(2007)

33.21 B. Glover, H. Bhatt: RFID Essentials (O’Reilly Media,

Sebastopol 2006)

33.22 D. Brown: RFID Implementation (McGraw Hill, New

York 2006)

Part D 33

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571

Integrated Hu

34. Integrated Human and Automation Systems

Dieter Spath, Martin Braun, Wilhelm Bauer

Over the last few decades, automation has de-

veloped into a central technological strategy.

Automation technologies augment human life in

many different ﬁelds. However, after having an

unrealistic vision of fully automated production,

we came to the realization that automation would

never be able to replace man completely, but

rather support him in his work. A contemporary

model is the human-oriented design of an auto-

mated man–machine system. Here, the technology

helps man to accomplish his tasks and enables him

at the same time to expand his capacities.

In addition to traditional usage in industrial

process automation nowadays automation tech-

nology supports man through the help of smarter,

so to speak, better linked, efﬁcient, miniaturized

systems. In order to facilitate the interaction tak-

ing place between man and machine, functionality

and usability are stressed.

In addition to basic knowledge, examples of

use, and development prospects, this chapter will

present strategies, procedures, methods, and rules

regarding human-oriented and integrative design

of automated man–machine systems.

34.1 Basics and Deﬁnitions........................... 572

34.1.1 Work Design ............................... 572

34.1.2 Technical

and Technological Work Design..... 573

34.1.3 Work System ............................... 574

34.1.4 Man–Machine System .................. 574

34.1.5 Man–Machine Interaction ............ 576

34.1.6 Automation ................................ 576

34.1.7 Automation Technology ............... 576

34.1.8 Assisting Systems ........................ 577

34.1.9 The Working Man ........................ 577

34.2 Use of Automation Technology............... 579

34.2.1 Production Automation................ 579

34.2.2 Process Automation ..................... 581

34.2.3 Automation of Ofﬁce Work............ 581

34.2.4 Building Automation ................... 582

34.2.5 Trafﬁc Control ............................. 582

34.2.6 Vehicle Automation ..................... 583

34.3 Design Rules for Automation ................. 585

34.3.1 Goal System for Work Design......... 585

34.3.2 Approach to the Development

and Design of Automated Systems. 585

34.3.3 Function Division

and Work Structuring................... 587

34.3.4 Designing

a Man–Machine Interface ............ 587

34.3.5 Increase of Occupational Safety..... 592

34.4 Emerging Trends

and Prospects for Automation ............... 594

34.4.1 Innovative Systems

and Their Application .................. 594

34.4.2 Change of Human Life

and Work Conditions ................... 595

References .................................................. 596

Within the lastdecades automationhas become a central

technological strategy. Automation technologies have

penetrated into several ﬁelds of application, for exam-

ple, industrial production of goods, selling of tickets in

the ﬁeld of public transport, and light control in the do-

mestic environment, where it has shaped our daily life

and work situation.

Work automatons have liberated man from pro-

cessing dangerous or inadequate work, on the one

hand. Since automatons continue to accomplish more

demanding functions, which had previously been ac-

complished by man himself, the meaning of human

work is challenged, on the other. This question has

already been elaborated on at the beginning of the en-

Part D 34

572 Part D Automation Design: Theory and Methods for Integration

deavor of industrial automation. Nowadays we hardly

discuss the necessity of the application of automated

systems anymore. We rather discuss their human-

oriented design.

Progress within the ﬁeld of information technology

is one reason for increased automation. A characteristic

of modern automation technologies is the miniatur-

ization of components and the decentralization of

systems. In addition to applications of industrial pro-

cess automation, which are strongly inﬂuenced by

mechanical engineering, information and automation

technology allows for the design of smarter,more

efﬁcient assisting systems – such as personal digital as-

sisting systems or ambient intelligent systems – whose

technical components the user often does not see any-

more.

In the past, technical progress became a synonym

for replacement of man by a technical system. When

working systems were developed rationally, the role of

human work and its contribution to the overall result

often only found partial consideration.

Following the rationalization and automation of

work with the aim of increasing production, we risk in-

creasing dissolution of the relation between individual

and work. However, we have to realize that the human

contribution will always inﬂuence the performance and

quality of any work system.

After visionary illusions of an entirely automated

and deserted factory based on mass production, the

notion that automation technologies could not en-

tirely replace man became increasingly dominant.

An increasing number of individualized products de-

mand a high degree of production ﬂexibility and

dependability, a requirement that an entirely automated

system cannot fulﬁll. These demands can be accom-

plished by hybrid automation, which appropriately

integrates the speciﬁc strengths of man and technol-

ogy.

The contemporary approach is the human-oriented

design of a man–machine system. Instead of subordi-

nating man to the technical-organizational conditions

of any work process, this approach contributes to hu-

mane conditions, which helps man to accomplish his

tasks and supports the expansion of his capacities. The

special meaning of a human-oriented work environment

results from the fact that man is the agent of his own

manpower. Consequently, individual, work process, and

work result are closely linked with each other. Only if

the process of automation – in addition to every nec-

essary rationalization – also serves the humanization

of the working conditions can it fulﬁll functional and

economical expectations.

The interaction of man and technology is the focus

when developing a human-oriented automated man–

machine system.

In order to apply human resources in an optimal

way and to use them synergetically, we need an integra-

tive approach for the development of a man–machine

system.

According to an integrated procedure regarding the

development of (partly) automated man–machine sys-

tems, the present chapter willﬁrst elaborate some basics

and deﬁnitions (Sect. 34.1). In Sect.34.2 we present

practical knowledge of the technology of automation

regarding its usage in different life circumstances and

ﬁelds of work and establish the relation between au-

tomation and man.

In Sect. 34.3 we present successful rules of de-

velopment and processes of automated systems. The

presentation will end with an outlook of future devel-

opment and its implication for man (Sect.34.4).

The main focus will be on the interaction of man

and technology. Speciﬁc methods and instruments for

the development of technical and technological aspects

of automated work systems will be presented in this

Handbook in the corresponding chapters.

34.1 Basics and Deﬁnitions

The developmentof an automated man–machinesystem

demands relevant basic knowledge as well as well-

chosen deﬁnitions of some individual terms.

34.1.1 Work Design

The goal of work design is adjustment of work and

man so that functional organization with regard to hu-

man effectiveness and needs can be realized. Thus,

the goal is to achieve good interaction between the

working man, the technical object, and the work tools

(see Sect.34.1.8). Goals of the work design are:

•

Humanization, which means human-friendly design

of a work system regarding its demands and effects

on the working human being.

Part D 34.1

Integrated Human and Automation Systems 34.1 Basics and Deﬁnitions 573

•

Rationalization, which means the increase of ef-

fectiveness or efﬁciency of the human or technical

work in relation to the work product, for example,

the amount, quality, dependability, and security, or

avoiding of failure. The goal is to gain the same ef-

fect with less means, or a better effect with the same

means.

•

Cost effectiveness, expressing the relation between

cost and gain; it will be codetermined by the two

other target areas.

The work design encompasses ergonomic, organiza-

tional, and technical conditions of work systems and

work processes in order to achieve the main design re-

quirements.

Ergonomic Work Design

The object of ergonomic design is adjustment of work

to the characteristics and capacities of man [34.1]. With

the help of human-oriented design of the workplace and

workingconditions we wantto achievethe followingfor

the worker to enable productive and efﬁcient working

processes:

•

Harmless, accomplishable, tolerable, and undis-

turbed working conditions

•

Standards of social adequacy according to work

content, work task, work environment as well as

salary and cooperation

•

Capacities in order to fulﬁll learning tasks that can

support and develop the worker’s personality [34.2].

The basis of ergonomic design of the workplace is the

anthropometry, which deﬁnes the doctrine of dimen-

sions, proportions, and measurements in relation to the

human body. The goal of the anthropometrical design

of the workplace is the adjustment of the workplace

according to human dimensions. This can be realized

by including spatial dimensions and functions of the

human body (Sect.34.3.4).

This physiological design of the workplace takes

into consideration human factors engineering as well as

the work plan and work process, which are adapted to

the physiological demand of the worker (Sect.34.1.8).

Software usability engineering aims for optimiza-

tion of the various elements of the man–machine

interface and communication between man and ma-

chine. The term usability engineering implies the

development, analyses, and evaluation of information

systems, so that man with his demands and capacities

is the center of interest. The adjustment of software–

technical application and user is supposed to increase

productivity, ﬂexibility, and quality within the work

system.

Usability aims at the optimization of the different

procedures, which enables the user to accomplish a cer-

tain task with the help of a technical product. The main

goals are: easy handling, learning ability, and optimal

usage. Usability is not only a characteristic of a product,

but rather an attribute of the interactionbetween a group

of users and a product within a certain context [34.3].

Organizational Work Design

Organizational work design aims at the coordination of

division of labor, meaning the appropriate segmentation

of a task into subtasks and their goal-oriented adjust-

ment. Organizational work can pursue different goals,

for example:

•

Addressing economic problems (deﬁcient ﬂexibil-

ity, poor capacity utilization, inappropriate quality)

•

Addressing personal problems (for example, dissat-

isfaction, high ﬂuctuation)

•

Reshaping of the technical system.

Regarding the notion of humanization, organiza-

tional development contributes to good matching of

work content and conditions to the capacities and in-

terests of each individual worker [34.4].

From an economical point of view, organizational

development aims for efﬁcient application of scant re-

sources, so that the ﬁnal goal can be achieved. When

competing for scant resources, the form of organization

that provides smooth handling of the division of labor

prevails.

34.1.2 Technical

and Technological Work Design

The technological design of a work system is based

on the selection of a certain class of technologies. It

refers to the work procedure, that is to say, the basic

decision of how to achieve a change of the work ob-

ject [34.5]. From a technological point of view we have

to increase the reliability and efﬁciency of the work sys-

tem. The tasks of the technological work design are the

constructive design of the technical tangible means (for

example, equipment and facility) and the design of the

man–machine interface (see Sect.34.1.3).

Further technical development will modify the tech-

nological work design. The technical work design will

deﬁne the functional separation of man and technical

Part D 34.1

574 Part D Automation Design: Theory and Methods for Integration

Table 34.1 Level of technologies and functional division between man and technical system [34.5]

Technicallevel Energy supply Process control

Manual realization Man Man

Mechanical realization Technical system Man

Automated realization Technical system Technical system

tangible means, as shown in the level of technology of

the particular work system [34.1]. Table 34.1 presents

schematically the relation between the different levels

of technology and the functional separation between

man and technical system.

34.1.3 Work System

We understand human work within the realm of a work

system, in which the worker functions with a goal in

mind. A work system consists of the three elements:

man, technical tangiblemeans (for example, machines),

and the environment, and is characterized by a task.

Tasks are understood as either a change in the con-

ﬁguration of the work object (for example, to process

material, to change energy, to inform men) or in place

(for example, transportation of goods, energy, informa-

tion or men). These elements of the work system are all

connected by the time of activity.

Man does not always have a direct inﬂuence on the

work object; very often man exercises the inﬂuence in-

directly through a means he uses at work, such as a tool,

machine, vehicle, and computer. The inﬂuence of man

on the object is then characterized by the mechanization

of this applied means [34.6].

Man

Sensors, actuating

elements

Knowledge

Motivation

Goal orientation

Machine

Environment

Motor

placement

Sensory

placement

Technical process

Operating element

Display

Dialogue system

Assisting system

Fig. 34.1 General structure of a man–machine system

34.1.4 Man–Machine System

A man–machine system (MMS) is one speciﬁc form

of a work system. It is understood as a functional ab-

straction when analyzing, designing, and evaluating the

many forms of goal-oriented exchange of information

between man and the technical system in order to ful-

ﬁll the work task. All man–machine systems comprise

man, interface, and the according technical system. The

term machine is used for all technical shapes. Impor-

tant components of a machine are display and control

units, automated subunits, and computerized assistant

systems [34.7].

Processes of human or physical-technical data pro-

cessing characterize the conduct of a man–machine

system. The general structure of a MMS (Fig.34.1)is

a feedback control system, where man, according to

his goal, the information he has received, and the work

task, decides and, thus, exercises control ofthe technical

system.

We can differentiate between man–machine-systems

that show goal-oriented dialog systems and dynamic

systems. Further subcategorizations are shown in

Fig.34.2.

The spectrum of goal-oriented dialog systems com-

prises end devices belonging to information technology,

mobile communication technology, consumer electron-

ics, medical technology, domestic appliance technol-

ogy, service automatons (Fig.34.3), and process control

workstations.

Dialogue systems are interactive, goal-oriented sys-

tems from information technology, which react on

external input.

Dynamic systems are characterized by a continu-

ously changeable variable. The condition of a manual

control system is called man in the loop, while the con-

dition of an automated control system is called man out

of the loop.

We ﬁnd manual control systems in all kinds of ve-

hicles, on the water, in the air, and on the ground.

Man has the following tasks in a manually control

system [34.8]:

Part D 34.1