Industrial Management &

Engineering Economy (MEng 5241)

Mechanical Engineering Dep't.

Wolaita Sodo University

 Basic Management Concepts
1 and Industrial Organization

 Introduction to
management
 Functions of management
 Organizational structure
 Basics of productivity
1.1 Introduction to management

• Management is the art of getting things done

through people
• Management is the process of getting
activities completed efficiently and effectively
with and through other people
• Management can be defined as “the process of
organizing and using resources to accomplish
predetermined objectives”

• Management is different from technical

1.2 CLASSIFICATION OF MANAGEMENT
FUNCTIONS
Managerial
functions
a) Planning
b) Organizing
c) Staffing
d) Directing
MANAGEMENT e) Controlling
FUNCTIONS

Operational
functions
a) Production
b) Marketing
c) Purchasing
d) Financing
e) Personnel
 MANAGARIAL FUNCTIONS AND
1)
SUBFUNCTIONS
PLANNING - Forecasting, decision making ,strategy,
formulation policy- Making , programming , scheduling,
budgeting problem solving , innovation , investigation and
research

2) ORGANIZING - Fictionalization, departments,

decentralization , activity, analysis , task, span of
management,task allocation

3) STAFFING - Manpower planning , recruitment , selection ,

training , placement , compensation , promotion ,appraisal

4) DIRECTING - Supervision , motivation , communication ,

Application Examples
 Manufacturing: A manager is responsible for
moving a manufacturing operation to a new facility.
He wants to be sure the move goes as smoothly
as possible and that there are no surprises.
 Design: A design engineer wants to think of all the
possible ways a product he is designing could fail
so that he can build robustness into the product.
1- Planning
 Planning is deciding in advance what is to be done
in the future.
 “According to koontz and O „Donnell defines
planning is deciding in advance what to do, how to
do it, when to do it and who is to do it. Planning
bridges the gap from where we are to where we
want to go. It makes it possible for things to occur
which would not otherwise happen”
 Features of planning
 Planning seeks to achieve certain
objectives.
 Planning is oriented towards the
future.
 Planning is a mental exercise.
 Planning involves choices from
alternatives.
 Planning is the basics for all other
functions.
 It is a continuous function.
 Planning is directed towards
efficiency.
Steps in planning
1) Collecting information about past
2) Defining objectives
3) Developing planning premises
4) Discovering alternative courses
of action
5) Evaluating alternatives
6) Choosing the best alternatives
7) Defining additional plans
8) Periodic revision and review of
plans
 It focuses attention on desired
objectives
 It helps to minimize risk
 It improve efficiency Advantage
 It avoid confusions s of
 It encourage innovation and planning
creativity
 It enables co operation and
 group
Lack of work
accurate information

 ItTime
serves as the basis of control
consuming
 Expensive Limitations
 Rigidity due to strict compliance of
with plans planning
 Unwillingness to people change
 External limitations (political)
How we overcome the
limitations?

 Top management support

 Better forecasting
 Developing clear-cut objectives
 Participation of employees in
planning
 Sound communication
 Overcoming resistance to
change
 Scientific planning
 Well balanced keeping plans
2- Organizing
 According to Henri fayol “To organize a business
means to provide it with everything useful to its
functioning-raw materials, tools, capital and
personnel”

Steps in organizing
1) Identifying the activities required for achieving
objectives.
2) Classifying these activities in to convenient
groups.
3) Assigning the group of activities to appropriate
persons.
Importance of organizing
 Sound organization facilitate growth and
diversification.
 Optimum use of human
resources by matching work with
talent.
 Maintain good harmonious structure in the office.
 Group activity is equivalent to social structure of
organization.
 It is a mechanism of management to
direct ,controls and coordinates the activities of
enterprise.
3- Staffing
 It is concerned with the Human resources of the
enterprise.
 It is concerned with acquiring, developing, utilizing,
and maintaining human resources.
 It is a process of matching jobs with individuals to
ensure right man for the right job.
 According to koontz and O Donnel “The
managerial functions of staffing involves managing
the organizational structure through proper and
effective selection, appraisal and development of
personnel to fill the roles designed in to the
structure.
Steps in staffing
1) Manpower planning
2) Recruitment, selection, placement
3) Training and development
4) Appraisal ,promotion and transfer
5) Employee remuneration
Features of staffing
 It is a function of management.
 It is an integral part of the process of
management.
 It is concerned with the human
resources.
 Aims at optimum utilization of human
Importance of staffing
 It helps in discovering and obtaining competent
employees for various job.
 It improve the quantity and quality
ofoutput by putting right man for right job.
 It improves job satisfaction of employees.
 It reduces cost of personnel by avoiding
wastage of human resource.
 It facilitates the growth and diversification.
4- Directing
 “Directing consist of the process and techniques
utilized in using instructions and making certain
that operations are carried out as planned”
 It is concerned with the execution of plans
through organized action.
 It is also known as commanding or actuating.
 5- Controlling
 Task of managers is to evaluate how well an
organization has achieved its goals and to take
any corrective actions needed to maintain or
improve performance.
 The outcome of the control process is the
ability to measure performance accurately
and regulate organizational efficiency and
effectiveness.
1.3 Organizational structure
Why Have a Structure?
 All businesses have to organise what they do.
 A clear structure makes it easier to see which
part of the business does what.
 Ways to structure a business

There are many ways to structure a business

1. By function: arranging the business according
to what each section or department does
2. By product or activity:organising
according to the different products made
3. By area: geographical or regional structure
4.By customer: where different customer
groups have different needs
5.By process: where products have to go through
stages as they are made
 Organization by Functional
Structure

Advantag Disadvantages
es –  Closed communication
 Specialisat each could lead to
lack of focus
ion focuses on
 Departments can
 departmen
Accountability – its
become resistant to
tsomeone
own is change
work
responsible for the  Coordination may
section take too long
 Clarity – know your  Gap between top and
Organization by
Product/Activity

Advantag
Disadvantages
 es
Clear on market
segme helps  Duplication of functions
focus
customers‟
nt me (e.g. different sales force
 needs
Positive et
competition for each division)
between divisions  Negative effects
 Better control as each of competition
division can act as  Lack of central control
separate profit centre over each separate
division
Organization by
Area

Advantages Disadvantag
 Serve local needs es
 Conflict between
better local and central
 Positive
 More effecti management
competition
communicati ve  Duplication of
on and local betwe
firm resources and
customers en functions
Cont...

 By Customer: Similar effects to structuring by

product.

 By Process: Similar to structuring by

function.
 Types of Organizational
Structure
 There are four different types of
organizations, namely

I. line,

II. functional,

III. line and staff, and

IV. matrix organization.

25
 I. Line
Organization

26
 Cont...
.
 sometimes called 'military organization', because
it is how the armed forces are organized.

 there is a clear 'line' of responsibility and authority

right through the management structure from the

board to the lowest level of supervision, and below.

 Line organization is simple and direct and is easy

to understand.The 'chain of command„ is direct

and so decisions can usually be made quickly
27
 II. Functional
Organization

28
 Cont.
 it..
is the function (the type of activity), which determines
the areas of authority and responsibility.

 An expert or specialist is placed in charge of each

function, and will have direct control of that function

wherever it is undertaken within the enterprise.
 This form of organization makes control difficult as there
are no clear lines of authority and it is similarly difficult
to establish responsibility when things do not go right.
 Furthermore, staff as well as supervisors and junior
29 managers become confused at being subject to the
 III. Line and Staff
Organization

30
 Cont..
. In such a structure, the line managers control


the primary functions, such as marketing and

production, which are directly concerned with
achieving the objectives of the business;

 whilst the staff managers are generally

involved with secondary functions which

assist the smooth and efficient running of the
primary functions.
31
 IV. Matrix Organization
(Project Organization)

32
 Cont.
 ..
These are temporary organizational structures
formed for specific projects for a specific period of
time and are dismantled, once the required goal is
achieved.
 A typical example for this kind of organizational
structure can be the goal to design
 The specialists are selected primarily on the basis of
task-related skills and expertise rather than decision
making experience or planning ability.
 Occurs frequently in:
 Construction ( e.g. building a bridge)
 Aerospace engineering ( i.e. designing and launching
33 weather satellite)
 Marketing( e.g. advertising company for new product)
 Cont..
. Advantages of
  Disadvantages
matrix include:
organization:  Reporting for two
 Decision making is supervisors
decentralized which creates confusion
to different level.  The design encourages
 Extensive managers who share
communications subordinate to jockey for
networks help to process power.
large amount of  The mistaken belief can
information. arise that matrix
 With decisions delegated management is the same
to appropriate levels, thing as group decision
higher management making − in other words
levels are not over every one must be
34
loaded with operational consulted for every
1.4 Basics of productivity
Productivity is the relationship between the
outputs generated from a system and the
inputs that are used to create those outputs.

Mathematically
O
P=
I
Systems
concept

inputs outputs
transformations Customers
Land Goods
people and
SYSTEM
capital services
facilities
equipment
tools O
energy I
materials
information productivity
Productivity Improvement

Productivity Improvement (PI) is the result of

managing and intervening in transformation or
work processes.

PI will occur if:

O O O O O
I I I I I
Productivity Measurement Problems

 Multiple products/services (aggregation-O)

 Variedcategories, types, and levelsof
input resources (aggregation-I)
 Price/cost changes of outputs & inputs
 Redesigned products, services, processes
 “Hard-to-measure” factors (e.g., quality)
Application of Productivity
Measures

 Individual level

 Group level

 Department level

 Corporate level

 National level

 Global level
FactorsAffecting Productivity Improvement
at Global Level

 Education
 Technology
 Macroeconomic policies
 Social and culture environments
 Foreign aids
 Foreign investments
 Industry policies & competition
 Other Measures Affecting Productivity
 Efficiency - Measures the resources expected
to be consumed to the resources actually
consumed. Hence, it focuses on the input side
of the system. (To what degree did the system
utilize the “right” things.)
 Effectiveness - Measures what the system sets
out to accomplish (objective) with what was
actually accomplished; plan vs. actual. Hence,
effectiveness is an output measure. (Is the
output “right” - right quality, right quantity, on
 Quality - Degree to which the outputs (products
and services) from the system conform to
requirements or meet customer expectations.
The focus is on quality attributes (e.g.,
conformance, performance, convenience,
responsiveness, perceived quality.)
 Quality of Work Life - Measures the way that
employees in a system respond to the socio
technical aspects of that system.
 Innovation - Measures the applied creativity of
the system. Relates to the design and
development of improved products, services, and
processes.
2 Plant Design

 Basics of Plant
Layout
 Study of Plant
Layout
 Ergonomics
 Industrial
Safety
 Introductio
 Ton make a decision about layout
planning, 4 different questions must have an
answer:
 Which centers do we have to consider?
 How much space and capacity is required for each
center?
 If there is not enough space, productivity may be
reduced.
 Too much spaceis expensive and may also
reduce productivity.
 How must the space be configured at each center?
 Space quantity, shape and the elements of the
work center are related to each other.
 Where should each center be located at within the
 Facility Layout Definition
 A facility layout is an arrangement of everything
needed for production of goods or delivery of
services. A facility is an entity that facilitates the
performance of any job.
 It may be a machine tool, a work centre, a
manufacturing cell, a machine shop, a
department, a warehouse, etc. (Heragu, 1997).
 Objectives of Plant Layout
 The main objective consists of organizing
equipment and working areas in the most efficient
way, and at the same time satisfactory and safe
for the personnel doing the work.
 Sense of Unity
 The feeling of being a unit pursuing the same
objective.
 Minimum Movement of people, material and
resources.
 Safety
 In the movement of materials and personnel
work flow.
 Flexibility
 In designing the plant layout taking into
 These main objectives are reached
through the attainment of the following facts:
 Congestion reduction.
 Elimination of unnecessary occupied areas.
 Reduction of administrative and indirect work.
 Improvement on control and supervision.
 Better adjustment to changing conditions.
 Better utilization of the workforce, equipment and
services.
 Reduction of material handling activities and stock in
process.
 Reduction on parts and quality risks.
 Reduction on health risks and increase on workers
safety.
 Moral and workers satisfaction increase.
 Reduction on delays and manufacturing time, as well as
increase in production capacity.
 Factors affecting Plant
 Layout
The final solution for a Plant Layout has to take into
account a balance among the characteristics and
considerations of all factors affecting plant layout, in
order to get the maximum advantages.
 The factors affecting plant layout can be grouped into
8 categories:
1. Materials
2. Machinery
3. Labor
4. Material Handling
5. Waiting Time
6. Auxiliary Services
7. The building
8. Future Changes
1 Materials
 The layout of the productive equipment will
depend on the characteristics of the product to
be managed at the facility, as well as the
different parts and materials to work on.
 Main factors to be considered: size, shape,
volume, weight, and the physical-chemical
characteristics, since they influence the
manufacturing methods and storage and
material handling processes.
 The sequence and order of the operations will
affect plant layout as well, taking into account
the variety and quantity to produce.
2 Machinery
 Having information about the processes,
machinery, tools and necessary equipment, as
well as their use and requirements is essential
to design a correct layout.
 The methods and time studies to improve the
processes are closely linked to the plant
layout.
 Regarding machinery, we have to consider the
type, total available for each type, as well as
type and quantity of tools and equipment.
 It‟s essential as well to know about space
required, shape, height, weight, quantity and
type of workers required, risks for the
personnel, requirements of auxiliary services,
3 Labor
 Labor has to be organized in the production
process (direct labor, supervision and auxiliary
services).
 Environment considerations: employees‟ safety,
light conditions, ventilation, temperature, noise,
etc.
 Process considerations: personnel
qualifications, flexibility, number of workers
required at a given time as well as the type of
work to be performed by them.
4- Material Handling
 Objective: Minimize material handling well
 Material
as combining handling does
with not other
add value to the
a
product;
operationsit‟sjust
eliminating whenwaste.
unnecessary and costly s
5 Waiting time - Stock
 Objective: Continuous material flow through the
facility, avoiding the cost of waiting time and
demurrages that happen when the flow stops.
 On the other hand, the material waiting to flow
through the facility not always represents a
cost to avoid. As stock sometimes provides
safety to protect production, improving
customer service, allowing more economic
batches, etc.
 It‟s necessary then to consider space for the
required stock at the facility when designing
the layout.
 Resting time to cool down or heating up…
6 Auxiliary Services
 Support the main production activities at the
plant:
 Related to labor: Accessibility
paths, fire protection installations,
supervision, safety, etc.
 Related to material: quality control.
 Related to machinery: maintenance and
electrical and water lines.
 The auxiliary services represent around 30% of
the space at a facility.
 The space dedicated to
auxiliary services is usually considered as
waste.
7 - The building
 If it has been already selected, its characteristics
will be a constraint at the moment of designing
the layout, which is different if the building has to
be built.
8 - Future changes
 One of the main objectives of plant layout is
flexibility.
 It‟simportant to forecast the future changes to avoid
having an inefficient plant layout in a short term.
 Flexibility can be reached keeping the original
layout as free as possible regarding fixed
characteristics, allowing the adjustment to
emergencies and variations of the normal process
activities.
 Possible future extensions of the facility must be
 Types of Plant
Layout
 The production process normally determines
the type of plant layout to be applied to the
facility:
1. Fixed position plant layout
 Product stays and resources move to it.
2. Product oriented plant layout
 Machinery and Materials are placed
following the product path.
3. Process oriented plant layout (Functional Layout).
 Machinery is placed according to what they do and
materials go to them.
4. Cell Layout
 Hybrid Layout that tries to take advantage of
 1- Fixed-Position
Layout
• A fixed-position layout consolidates the
resources necessary to manufacture a good or
deliver a service, such as people, materials,
and equipment, in one physical location.
• The production of large items such as heavy
machine tools, airplanes, buildings,
locomotives, and ships is usually
accomplished in a fixed-position layout.
2 Product oriented plant layout
 This type of plant layout is useful when the
production process is organized in a continuous
or repetitive way.
 Continuous flow: The correct operations flow
is reached through the layout design and the
equipment and machinery specifications.
 Repetitive flow (assembly line): The correct
operations flow will be based in a line
balancing exercise, in order to avoid problems
generated by bottle necks.
 The plant layout will be based in allocating a
machine as close as possible to the next one in
line, in the correct sequence to manufacture the
 Product oriented plant layout
 Advantages:
 Reduced material handling activities.
 Work In Process almost eliminated.
 Minimum manufacturing time.
 Simplification of the production planning and
control systems.
 Tasks simplification.
 Disadvantages:
 No flexibility in the production process.
 Low flexibility in the manufacturing times.
 High capital investment.
 Everyworkstation is criticalto the
process.- The lack of personnel or
shut down of a machine stops the whole process.
Product Layout for Wine
Manufacturer
3- Process oriented plant layout (Functional
Layout)
 This type of plant layout is useful when the
production process is organized in batches.
 Personnel and equipment to perform the same
function are allocated in the same area.
 The different items have to move from one area to
another one, according to the sequence of
operations previously established.
 The variety of products to produce will lead to a
diversity of flows through the facility.
 The variations in the production volumes from one
period to the next one (short periods of time) may
lead to modifications in the manufactured quantities
as well as the types of products to be produced.
Process Layout for a Machine
Shop
4- Cellular
Layout
• In a cellular layout the design is not according to the
functional characteristics of equipment, but rather by
self-contained groups of equipment (called cells),
needed for producing a particular set of goods or
services.
• Group technology, or cellular manufacturing, classifies
parts into families so that efficient mass-production-type
layouts can be designed for the families of goods or
services.
• Cellular layouts are used to centralize people expertise
and equipment capability.
• Examples: groups of different equipment (called cells)
needed for producing families of goods or services,
group legal (labor law, bankruptcy, divorce, etc.), or
 Cellular Manufacturing Layout

J. T. Black, “Cellular Manufacturing Systems Reduce Set Up

time, Make Small-Lot Production Economical
 Cellular Layout

Process (Functional) Layout Group (Cellular) Layout

A cluster
or cell
T T T CG CG T T T
M
T T T SG SG M M T

M D
D D
M M D D D
SG CG CG D

M M D D D SG

Similar resources placed Resources to produce similar

together products placed together
Comparison of Basic Layout
Patterns
 Plant Layout for a Service Business
 Most of the concepts and techniques explained
here can be applied to any plant layout, including
services.
 Examples: Line Balancing for Restaurant self-
services; Process oriented layout for Hospitals.
 Service Businesses have a more direct customer
focus:
 Sometimes, the customer is required at the
facility for the company to be able to perform the
service.
 Frequently, the layout is focused on the customer
satisfaction than on the operation itself.
 Some of the objectives include comfortability
 Service Businesses have a more direct customer
focus:
 The customer, with his/her presence, creates the
work flow.
 The workload forecast and the activities
planning is not as accurate as it is in a
manufacturing environment.
 Queues:
 Seasonal and heterogeneous demand:
execution time can be variable.
 Services are intangible: adjustment between
demand and production can not be done
through inventory management.
 Queues are formed by people: higher
 Plant layout for an
office:
 The that flows among departmen and
materia ts
l
workstations basically This can be don
 Individual is
conversations face to face.
information e
 Individual conversations
. through telephone or
through:
computer.
 Mail and other physical documents.
 Electronic mail.
 Meetings and discussion groups.
 Interphones.
 The layoutsolution is dictated by
workers and physical
 Plant layout for a supermarket:
 Objective: Maximize the net benefit per m2 of
shelves.
 If sales are directly related to the exposition of
products to the customer, the objective will consist of
exposing as many products as possible to the
customers in the available space.
 This has to take into account to leave enough
space for the movement among shelves, not
making the layout uncomfortable for the customer.
 Aspects:
 Allocation of daily consumption products at the
periphery.- Allocation of impulsive purchase and
high profit margin products in prominent places.
 Eliminate aisles that allow the customers to go
 Plant layout for a grocery:
 Aspects:
 Global organization of the available space:
 Allocation of attraction products on both sides of
a row, and dispersion of them to increase the
exposition of adjacent products.
 Use the end of a row as a place for exposition.
 Creation of the business image through a careful
selection of the first section where the
customers are getting into the facility.
 Allocation of products in the exposition areas:
 This aspect remains within the commercial
function. It is called merchandising.
 Plant Layout for a
 Warehouse
Objective: Optimal relationship between space and material handling costs.
 Aspects to be considered: cubic space utilization, storing equipment and methods,
material protection, allocation of different parts, etc.
 A warehouse layout is more complicated when:
 The different customer orders take into account a high number of references.
 There are frequent orders of low number of units for the same product.
 In this cases, the material handling costs for each roundtrip move would be
excessively high.
 Solutions for this problem: Aggregation of units for several orders, or establishment
Zones Zones Control
of optimal routes for each order. station Shipping

Click to add title doors

Tractor
trailer

Tractor
trailer
Feeder Feeder
lines lines Overflow
Ergonomics - Introduction
Discussion Points
1.What do we mean by
Ergonomics? 2.Why do we
study Ergonomics?
3.What are the environmental factors
thataffect the productivity of
workers?
Ergonomics -
Introduction
What is Ergonomics?
 Ergonomics is the study of the interaction
between people and machines and the
factors that affect the interaction.
 The name „ergonomics‟ comes from the Greek
words
„ergon‟, which means work and „nomos‟ which
means law.
 In ergonomics, absenteeism, injury, poor
quality and unacceptably high levels of
human error are seen as system problems
rather than „people‟problems.
Ergonomics can also be defined as
 “ a branch of science that is concerned
with the achievement of optimal
relationship between workers and their work
environment.”
It deals with
 Assessment of human capabilities
and limitations (biomechanics and
anthropometry)
 Work and Environmental stresses
(work physiology and industrial psychology)
 Static and dynamic forces on the human body
(Biomechanics), etc
Ergonomics – Contributing
Disciplines
Ergonomics -
Objectives
Ergonomics - Objectives
 The focus is on the interaction between the
person and the machine and the design of the
interface between the two.
 Improved machine performance that increased

the psychological or physical stress on workers

or damaged the local environment would not
constitute improved performance of the total
work system or better attainment of its goals.
 When faced with productivity problems,
engineers might call for better machines,
personnel management might call for better-
trained people. Ergonomists call for a better
interface and better interaction between the user
Ergonomics Vs. Human Factors

 Human factors is synonymous with

ergonomics
 Ergonomics emphasizeswork physiology
and anthropometry
–Europe – industrial work systems
 Human factors emphasizes experimental
psychology and systems engineering
–U.S. – military work systems
 Methods Engineering vs.
Ergonomics
Emphasis in Emphasis in Ergonomics
Methods and Human Factors
Engineering  Safety
 Efficiency  Comfort
 Cost reduction  Interaction between
 Labor reduction human and equipment
 Workplace layout  Workplace environment
 Facility layout  Fitting the work to
 Elimination of the individual
waste  Reduction of human
 “One best way” errors
 Accident avoidance
Ergonomics Application
Areas

–Objectives:
 Work system design
safety, accident improv
avoidance, functional ed
performance
–Also includes environment such as
lighting
 Product design
–Objectives: safety, comfort, user-friendly,
mistake proof, avoidance of liability lawsuits
Ergonomists – What They Do
 Research on human capabilities and
limitations
–Discover the characteristics of human
performance, e.g., how much can an average
worker lift?

 Design and engineering applications

–Use the research findings to design better
tools and work methods
 Human-Machine
Systems
 Basic model in ergonomics
 Defined as a combination of
humans and equipment interacting
to achieve some desired result
Types of human-machine
systems: 1.Manual systems
2.Mechanical
systems
3.Automated
systems
Human-Machine
Interactions
System
Components

 The human
 The equipment
 The environment
Human
Components
 Human senses - to sense the operation
–Vision, hearing, touch, taste, and smell
 Human brain - for information processing
–Thinking, planning, calculating, making
decisions, solving problems
 Human effectors - to take action
–Fingers, hands, feet, and voice
 Machine
Components
 The process – function or operation performed
by human- machine system
 Displays - to observe the process
–Direct observation for simple processes
–Artificial displays for complex processes
 Controls - to actuate and regulate the process
–Steering wheel, computer keyboard
Environmental
Components
 Physical environment
–Location and surrounding lighting,
noise, temperature, and
humidity
 Social environment
–Co-workers and colleagues at work
–Immediate supervisors
–Organizational culture
–Pace of work
 Physical
Ergonomics
 How the human body functions during physical
exertion
–Physiology – vital processes carried out by
living organisms and how their constituent
tissues and cells function
 How physical dimensions of the body affect
capabilities of worker
–Anthropometry – physical dimensions of the
human body
 Cognitive
Ergonomics
 Concerned with the capabilities of the human
brain and sensory system while performing
information processing activities
 Human cognitive processes include:
–Sensing and perception
–Use of memory
–Response selection and execution
Occupational
Ergonomics
 Occupational ergonomics strives to review
work systems and modify them to minimize
occupational stresses.
Ergonomic principles can be used in the
following areas: 1.Design, modification,
replacement and maintenance
of
equipment
2.Design and modification of work
methods 3.Controlling physical
factors
Work Place Stress Factors

1.Complexity and number of tools used in the

workplace
2.Unnatural environmental conditions
3. Physical and mental workload
Work Place Stress Factors

Occupational Factors Affecting the Worker

1.Environmental Conditions
(temperature, illumination,
noise, etc)
2.The physical and mental requirements
of the job 3.The worker‟s exposure to
hazardous materials
4.The interaction between the worker and
the environment
Anatomical
Positions
1.Anatomy– concerned with body
structures (muscles, tendons, bones,
ligaments, etc)

2.Physiology – deals with the body functions

(metabolism, respiration, nerve systems,
temperature regulations, muscle mechanisms,
etc)
Reading
assignment
 Industrial
safety