By J. Martin Corbett MA, AFBPsS, Lauge Baungaard Rasmussen MA, Felix Rauner MA, PhD (auth.)
Crossing the Border examines the emergence of a brand new philosophy in keeping with the belief of "human-centred expertise" and, by using a case research, illustrates the ways that clients, social scientists, managers and engineers can perform the layout and improvement of human-centred laptop built-in production (CIM) method. The booklet bargains a special perception right into a huge ecu undertaking (ESPRIT venture 1217) geared toward the layout and improvement of a human-centred CIM approach. The ebook examines the issues inherent in constructing interdisciplinary layout equipment and of "crossing the border" among the social and engineering sciences. The authors provide proposals and guidance for overcoming such difficulties in keeping with their adventure inside of this undertaking. Crossing the Border might be of specific curiosity to researchers and practitioners within the sector of manufacturing unit automation, to scholars and researchers in AI, and to all these drawn to the human and organisational concerns surrounding the computerised manufacturing unit of the future.
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Additional info for Crossing the Border: The Social and Engineering Design of Computer Integrated Manufacturing Systems
Sample text
Industrial management were turning their attention increasingly towards controlling the flow of work as a means towards productivity and profitability. The new production concept debate in Germany and elsewhere (Brodner 1986) questioned the validity of centralized production planning and instead focused on qualification and the decentralization of production responsibility to the shop-floor. The CAM group, on the other hand, were heavily influenced by the UMIST Project (1982-85) under the direction of Professor Rosenbrock (Rosenbrock 1989).
Since then, many others notably Maurice Merleau-Ponty, Michael Polanyi and Hubert L. Dreyfus - have, each in their own way, applied and refined similar insights. The mechanistic science ideal seems to have striking parallels in the more practically oriented management circles and system development in relation to information technology. Weltz and Lullies (1983) have summarized some characteristics of the mechanistic image of the human being, based on numerous interviews with managers and system experts.
Weltz and Lullies further argue that this process of rationalization, which has dominated the historical development of work in industrial society, has produced a tendency to passify and alienate at least some employees. Historically, this alienation relates to the threefold process of subdivision of work, mechanization and automation, each of which fed upon and reinforced the others. Before jobs can be taken over by a machine, they must first have been fragmented. This is almost always achieved in developmental stages; at each stage the jobs given to men and women are whatever remains once the jobs of the machine have been determined.