Abstract
SYNOPSIS Worker participation in equipment development can result in improved user acceptance and product quality. This paper focuses on worker engagement in equipment development processes in the South African minerals sector. Qualitative data was gathered during interviews with original equipment manufacturers (OEMs) and industry experts. A lack of inclusion in equipment design from workers from all organizational levels in mines was reported. Meanwhile, the historical context and workplace culture of the mining industry (including leadership, trust, training, performance, and remuneration factors) were evident barriers to the implementation of new technology. Worker engagement processes should include securing management commitment, creating multidisciplinary teams, effective facilitation, shared understanding of needs, training and development, and iterative design. Human-centred design approaches and independent platforms for engagement on equipment design requirements are recommended. Keywords: ergonomics; human-centred design; modernization; original equipment manufacturers.
Highlights
This paper focuses on worker engagement in equipment development processes in the South African minerals sector
Worker engagement is important for the success of modernization initiatives, as it can result in improved equipment design and ownership, and minimize resistance to change
Participation of workers in equipment design In general, the participants did not consider workers to be adequately engaged in the design and development of equipment for the South African mining sector
Summary
Worker engagement is important for the success of modernization initiatives, as it can result in improved equipment design and ownership, and minimize resistance to change. The aim of the research was to draft a strategy for worker engagement in original equipment manufacturer (OEM) equipment development processes, in the context of modernizing mining and the minerals sector in South Africa. Modernization takes place in the context of the Fourth Industrial Revolution (Industry 4.0) and will be partly driven by the heightened use of innovative technologies (Jacobs and Webber-Youngman, 2017; Pelders, 2019). For modernization initiatives to be successful, they need to be addressed in a holistic matter, while adopting a systems and people-centred approach (Minerals Council South Africa, 2018)
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