Abstract
This paper presents a study examining interruptions in the wild by portraying the handling of interruptions in manufacturing from a distributed cognition lens. By studying how interruptions occur and are handled in the daily activities of a work team at a large foundry for casting heavy diesel engines, we highlight situations when the propagation, transformation, and representation of information are not supported by prescribed work processes and propose recommendations for how this can be amended. The study was conducted by several visits to the aforementioned factory with cognitive ethnography as the basis for the data collection. The focus was on identifying interruptions and analysing these through a distributed cognition framework as an initial step towards studying interruptions in a manufacturing environment. The key findings include the identification of three, previously undefined, types of interruptions and the conclusion that interruptions do indeed affect the distributed workload of the socio-technical system and thus the overall production performance at the casting line.
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