Work Study, Human Factors and Ergonomics

Introduction

Industrial engineering is concerned not only with machines, materials and schedules, but also with the way people interact with work systems. Work study provides a systematic means of examining how work is performed and how long it should take. Human factors and ergonomics ensure that the resulting methods are safe, efficient, inclusive and compatible with human capabilities and limitations.

Work study traditionally combines two complementary activities:

• Method study: determining the most effective way to perform a task.
• Work measurement: determining the time required by a qualified worker to perform the task at a defined level of performance.

A method that is fast but unsafe, excessively fatiguing or unsuitable for a diverse workforce is not a good industrial method. Modern practice therefore treats productivity, quality, safety, health, comfort and human dignity as interconnected objectives.

Learning Objectives

After studying this chapter, the reader should be able to:

1. Explain the purpose, scope and procedure of work study.
2. Construct and interpret operation, flow-process and two-handed process charts.
3. Apply principles of motion economy to improve work methods.
4. Conduct stopwatch time studies and calculate normal and standard times.
5. Explain work sampling and predetermined motion-time systems.
6. Select suitable allowances and design responsible incentive plans.
7. Apply ergonomic principles to workplace, tool and task design.
8. Analyse fatigue, human performance, inclusion and safety in work systems.
9. Evaluate a work-study proposal critically, including its ethical and implementation risks.

1. Foundations of Work Study

1.1 Definition and scope

Work study is a systematic examination of work with the objective of improving the effective use of resources and establishing a fair basis for performance measurement. It includes both the analysis of work content and the measurement of time.

The main outputs of a work-study project may include:

• a revised method;
• a process layout or workplace arrangement;
• a standard operating procedure;
• a standard time;
• staffing and capacity estimates;
• ergonomic and safety improvements; and
• a basis for planning, costing and incentive administration.

Work study must distinguish between work content and ineffective time. Work content is the minimum time theoretically required to complete an operation with an appropriate method. Ineffective time arises from poor layout, waiting, defective materials, machine breakdowns, unclear instructions, excessive changeovers or avoidable worker delays.

1.2 General procedure

A disciplined work-study investigation commonly follows these stages:

1. Select the operation, usually because it has high cost, delay, injury risk, quality loss or improvement potential.
2. Record the existing method using charts, diagrams, photographs, measurements and discussions with operators.
3. Examine the facts using questioning techniques and ergonomic criteria.
4. Develop alternative methods.
5. Evaluate alternatives for productivity, safety, quality, cost, flexibility and human acceptability.
6. Define the selected method precisely.
7. Install it through training, equipment changes and standard documentation.
8. Maintain the method by audits, feedback and revision control.

A method should not be changed merely because it appears unconventional. Direct observation, worker knowledge and measured evidence are required. Operators should be treated as sources of technical knowledge rather than as obstacles to improvement.

2. Method Study and Process Analysis

2.1 The critical examination technique

Method study uses a structured questioning sequence. Each activity is examined by asking:

• What is being done?
• Why is it necessary?
• Where should it be done?
• When should it be done?
• Who should perform it?
• How should it be done?

For each activity, the analyst should challenge its purpose, sequence, location, person, equipment and means. A useful decision sequence is to eliminate unnecessary work, combine activities where practical, rearrange the sequence and simplify the remaining work. This is often called the ECRS principle: eliminate, combine, rearrange and simplify.

2.2 Operation process chart

An operation process chart records the main operations and inspections involved in making or assembling a product. It is useful for understanding overall sequence and identifying opportunities to combine, eliminate or redesign operations. It normally excludes transport, storage and minor delays.

Typical symbols are:

• ○ Operation: an activity that changes, assembles or prepares a product.
• □ Inspection: an activity that checks quality or quantity.

The chart can reveal excessive inspection, unnecessary operations, poor component sequencing and opportunities for simultaneous work.

2.3 Flow-process chart

A flow-process chart records all significant events affecting a person, material or equipment. In addition to operation and inspection, it identifies transport, delay and storage.

The flow-process chart is especially valuable where a large proportion of elapsed time is not processing time. A part may require only two minutes of actual work but remain in the system for hours because of transport, queues and storage.

2.4 Two-handed process chart

A two-handed process chart records the activities of the left and right hands against a time scale. It is appropriate for short, repetitive manual tasks. The analyst looks for periods in which one hand is idle, excessive reaching, awkward holding, poor sequencing and opportunities for simultaneous activity.

The chart should not be used to force both hands to work continuously. Rest, visual inspection and controlled release may be necessary. The objective is balanced, purposeful work rather than motion for its own sake.

2.5 Flow diagrams and travel analysis

A flow diagram superimposes the movement path of people or materials on a floor plan. Repeated crossings, backtracking and long travel distances indicate possible layout improvements. Spaghetti diagrams are a simple form of flow diagram used to expose excessive movement in offices, hospitals, warehouses and factories.

Travel reduction should be assessed together with safety. A shorter route through a forklift aisle may reduce distance while increasing collision risk. The best layout separates incompatible traffic, provides visibility and preserves access for maintenance and emergency response.

3. Motion Economy

Motion economy is the systematic arrangement of the workplace and task so that necessary work is performed with minimum avoidable effort, delay and fatigue. Its principles are commonly grouped into three categories.

3.1 Use of the human body

Important principles include:

• Both hands should begin and end their motions together when practical.
• The two hands should not remain idle simultaneously except during rest or unavoidable inspection.
• Motions should be smooth, continuous and appropriately paced.
• Ballistic or momentum-assisted motions may be preferable to restricted, precisely controlled motions when accuracy permits.
• Work should be arranged within the normal working area rather than the maximum reach area.
• The preferred motion sequence generally progresses from fingers and wrist to forearm, upper arm and body; larger motions consume more energy.
• Static muscle loading should be minimized because holding a load without movement can rapidly cause fatigue.

These principles are guidelines, not universal rules. For example, simultaneous hand movements may be inappropriate where they increase entanglement or reduce inspection quality.

3.2 Arrangement of the workplace

Tools and materials should have fixed, visible locations. Frequently used items should be close to the point of use and positioned according to the sequence of use. Gravity-feed bins, chutes and adjustable fixtures can reduce reaching and searching. Work surfaces should permit neutral postures and allow adjustment for different users.

The workplace should also provide adequate lighting, contrast, ventilation, noise control and unobstructed access. A workstation designed only for the average male user may be unsuitable for many workers. Adjustability is therefore a major design principle.

3.3 Design of tools and equipment

Tools should be selected or designed to reduce force, repetition, vibration, contact stress and awkward wrist posture. Handles should permit a secure grip without excessive pressure. Fixtures should hold components where possible, freeing the hands for productive and inspection activities. Controls should be distinguishable, logically arranged and protected against accidental activation.

4. Work Measurement and Standard Time

4.1 Purpose of work measurement

Work measurement establishes the time required for a qualified worker, using a specified method, working at a defined performance level and allowing appropriate recovery and unavoidable delays. It supports production planning, capacity analysis, labour costing, line balancing and fair performance standards.

A standard time is not a prediction that every worker will complete every cycle in exactly the same time. It is a planning and control value based on a defined method and reasonable working conditions.

4.2 Stopwatch time study

A stopwatch study involves:

1. Define the operation, method, material, equipment and working conditions.
2. Divide the work into clear, observable elements.
3. Determine the number of cycles required.
4. Observe and record element times and performance ratings.
5. Remove or investigate abnormal observations.
6. Calculate observed and normal times.
7. Add appropriate allowances.
8. Document the standard and review it after method changes.

Elements should have clear beginning and ending points. They should be short enough to analyse but long enough to time reliably. Constant elements, such as picking up a component, should be separated from variable elements, such as processing time that depends on length or quantity.

4.3 Observed time and average cycle time

If the observed cycle times are t₁, t₂, …, t_n, the average observed time is:

Here, n is the number of valid observations and \bar{t} is expressed in the same time unit as each observation. The observations should represent the defined method and normal operating conditions.

4.4 Performance rating and normal time

Performance rating adjusts observed time to the time that would be expected at a defined standard pace. Under the factor-rating approach:

where T_N is normal time and R is the rating expressed as a decimal. A rating of 100% gives R = 1.00; 110% gives R = 1.10. Rating is a judgement and should be supported by a defined rating system and trained analysts.

Rating should not reward unsafe speed. If the method, quality or safety condition is abnormal, the analyst should correct the method or exclude the observation rather than manipulate the rating.

4.5 Allowances and standard time

Allowances cover legitimate time not included in basic repetitive work, such as personal needs, fatigue recovery and unavoidable delays. If the allowance is expressed as a proportion of normal time, standard time is:

where T_S is standard time and A is the allowance fraction. If the allowance is instead defined as a proportion of total standard time, the correct relationship is:

The two conventions must not be mixed. Allowances should be evidence-based and should not compensate for poor workstation design, inadequate staffing or management-created delays.

Allowances may include:

• Personal allowance, for necessary personal needs.
• Fatigue allowance, influenced by force, posture, repetition, heat, vibration and mental demand.
• Delay allowance, for unavoidable interruptions such as material replenishment or minor equipment adjustments.
• Special allowances, for activities such as cleaning, setup or periodic inspection.

4.6 Worked example: stopwatch study

An assembly element is observed for six valid cycles. The times are 0.82, 0.79, 0.85, 0.81, 0.80 and 0.83 minutes. The worker is rated at 110%, and an allowance of 15% of normal time is adopted.

The average observed time is:

Normal time is:

Using the allowance-on-normal-time convention:

Thus the standard time is approximately 1.03 minutes per unit, subject to confirmation that the method, quality and working conditions are properly defined.

4.7 Sample size and confidence

A larger number of observations generally improves confidence in the estimated mean, particularly when cycle-time variation is high. A basic confidence-interval estimate for a mean, assuming approximately independent observations, is:

where s is the sample standard deviation, n is sample size, t_\alpha/2,n-1 is the appropriate t-distribution critical value and \alpha is the significance level. This statistical interval describes uncertainty in the average observed time; it does not automatically account for rating error, method changes or non-random observation.

5. Work Sampling

Work sampling estimates the proportion of time devoted to specified activities by making observations at randomly selected times. It is useful for long-cycle or irregular work, maintenance, supervision, material handling and utilization studies.

If x observations out of n show a worker engaged in a defined activity, the estimated proportion is:

For a simple approximate sample-size calculation for estimating a proportion with margin of error e at confidence level associated with z, the required number of observations is:

Here, p is the anticipated proportion. If it is unknown, p = 0.5 gives the largest required sample size for a specified z and e. The formula assumes random, representative observations and an appropriate independence approximation.

For example, if a preliminary estimate is p = 0.60, a 95% confidence coefficient uses approximately z = 1.96, and the desired margin is e = 0.05, then:

The observations should be scheduled randomly rather than at convenient times. Observers must define categories precisely; otherwise “waiting,” “walking” and “support work” may be classified inconsistently. Work sampling estimates activity proportions, not detailed element times.

6. Predetermined Motion-Time Systems

Predetermined motion-time systems assign standard times to basic human motions such as reach, grasp, move, position and release. Examples include MTM and MOST families. The analyst describes the method using a coding system and obtains a time value from established tables.

Advantages include:

• standards can be developed before production begins;
• direct timing of a worker may be unnecessary;
• alternative methods can be compared during design; and
• repetitive manual work can be analysed consistently.

Limitations include the need for trained analysts, sensitivity to coding interpretation, difficulty with unusual motions and the danger of treating tabulated times as valid when the workplace is unsafe or poorly designed. Predetermined systems do not replace ergonomic assessment, engineering judgement or worker consultation.

7. Incentive Plans and Performance Standards

A sound incentive plan links reward to a clearly defined standard while preserving quality, safety, fairness and teamwork. Common forms include individual piece-rate plans, time-based bonus plans, group incentives and gainsharing.

A simple piece-rate payment may be represented as:

where E is earnings, r is payment per acceptable unit and Q is the quantity of acceptable output. In practice, a responsible plan must specify treatment of defects, approved downtime, training, machine failure, material shortages and work beyond the employee’s control.

Poorly designed incentives may cause rushing, concealment of defects, unsafe shortcuts, competition that damages cooperation and discrimination against workers assigned to difficult tasks. Incentives should therefore include quality and safety safeguards, transparent appeals and periodic review. No incentive should require a worker to exceed safe exposure limits or bypass a protective device.

8. Human Factors and Ergonomics

8.1 Concept and systems perspective

Human factors and ergonomics is the scientific and professional discipline concerned with understanding interactions among humans and other elements of a system, and applying theory, principles, data and methods to optimize human well-being and overall system performance.

The human is part of a system that includes technology, tasks, environment, organization and management. Errors are therefore not always individual failures. Poor interfaces, ambiguous instructions, excessive workload, fatigue, weak maintenance and conflicting production targets can create conditions in which error becomes likely.

8.2 Anthropometry and workstation design

Anthropometry concerns human body dimensions and capabilities. Designers should account for variation in stature, reach, strength, mobility, age and sex. The design objective determines the relevant percentile:

• clearance often uses a large body dimension;
• reach often uses a small body dimension;
• adjustability is preferred where a single fixed dimension cannot accommodate the workforce.

A workstation should permit neutral joint positions, adequate leg clearance, clear visibility and frequent posture changes. Standing and sitting should be treated as complementary options rather than rigid alternatives. Heavy loads should be stored between approximately knee and shoulder height when practical, while high-frequency items should be close to the normal reach zone.

8.3 Manual handling and force

Risk increases with load mass, horizontal reach, lifting frequency, twisting, poor grip, asymmetry and duration. The revised NIOSH lifting equation is a specialized method for assessing certain two-handed lifting tasks. It should not be applied blindly to pushing, pulling, one-handed lifting, unstable loads or unusual postures.

The lifting index is commonly expressed as:

where L is the actual load weight and RWL is the recommended weight limit calculated using task-specific multipliers. An index above 1 indicates increasing concern, but an index below 1 does not prove that a task is risk-free. A complete assessment should consider the whole task and relevant standards.

Engineering controls are preferred: reduce load mass, shorten reach, improve handles, use mechanical aids, lower repetition and redesign the layout. Training alone is a weak control where the physical design remains hazardous.

8.4 Repetition, posture and vibration

Repetitive work can cause cumulative trauma, particularly when combined with force, awkward posture and insufficient recovery. Assessment should consider cycle frequency, duration, exertion, posture, vibration and recovery time. Job rotation may help only if it rotates workers to genuinely different physical demands rather than spreading the same exposure across a longer shift.

Vibration can affect the hands and arms or the whole body. Selection and maintenance of tools, isolation, reduced exposure duration, appropriate gloves where effective and medical surveillance may be required. Gloves should not be assumed to eliminate vibration risk.

8.5 Cognitive ergonomics and human performance

Cognitive ergonomics addresses perception, memory, decision-making, workload, situation awareness and human-system interaction. Clear displays, meaningful alarms, consistent controls, error-tolerant interfaces and well-designed procedures improve performance. Excessive alarms, conflicting priorities and poorly organized information increase mental workload.

Human performance varies with sleep, circadian rhythm, illness, heat, noise, stress, training and task familiarity. Fatigue is both a health concern and a production risk because it reduces vigilance, reaction time, decision quality and motor control. Effective controls include reasonable shift schedules, recovery breaks, workload balancing, thermal management, staffing and fatigue-reporting systems.

8.6 Inclusive ergonomics

Inclusive design recognizes that workers differ in body dimensions, physical capacity, language, sensory ability, neurodiversity, age and experience. Examples include adjustable benches, variable-height fixtures, visual and audible instructions, accessible controls, assistive devices and procedures available in relevant languages.

Inclusion is not achieved by lowering safety requirements. It is achieved by designing the system so that more people can perform the work safely and effectively. Individual accommodations should complement, not replace, good universal design.

9. Integrated Application: Illustrative Case

Background

A fictional appliance plant assembles small electric pumps. Operators manually insert a gasket, position a cover, tighten four screws and transfer the unit to a test station. Output is below plan, operators report wrist discomfort and first-pass yield is 94%.

Problem analysis

A flow-process chart shows that operators walk 18 metres per cycle to obtain screws and return completed units to a shared rack. A two-handed chart shows that the left hand frequently holds the cover while the right hand searches for screws. Stopwatch observations give an average cycle time of 2.40 minutes. The observed method includes variable walking and material shortages, so the average cannot immediately be converted into a fair standard.

Ergonomic observation identifies wrist deviation during screw insertion, shoulder elevation when reaching for the cover and static holding while searching for fasteners. The incentive system rewards quantity only, and reworked units are counted as output.

Approach and solution

The improvement team includes operators, a supervisor, maintenance, quality and an ergonomist. It:

1. moves screw bins and covers into the normal reach zone;
2. introduces a fixture that holds the pump and cover;
3. uses a torque-controlled electric screwdriver with a suspended balancer;
4. presents screws in a gravity-feed orientation;
5. separates acceptable output from rework in the performance record;
6. adjusts the work surface for different operators;
7. provides short recovery pauses and monitors discomfort;
8. retimes the operation only after the new method is stable; and
9. changes the incentive plan to include quality and safe-method compliance.

After stabilization, the average observed cycle time is 1.85 minutes. The analyst establishes a 105% performance rating and a 16% allowance on normal time:

The standard is approximately 2.25 minutes per acceptable unit, subject to confirmation by further observations. The improvement is not judged solely by the shorter time. Discomfort reports, defect rate, near misses, quality audit results and worker acceptance are also monitored.

Outcome and learning points

The case demonstrates that method study, ergonomics and work measurement must be sequenced correctly. A standard based on the old method would institutionalize waste and discomfort. A speed-only incentive would encourage further risk. The improved system reduces motion, supports posture, improves quality control and creates a more defensible standard.

10. Implementation, Governance and Contemporary Practice

Work-study projects can fail because of inaccurate observation, inadequate consultation, resistance, poor communication or use of standards as punitive surveillance. Ethical practice requires transparency about the purpose of data collection, protection of personal information and an opportunity for workers to challenge inaccurate conclusions.

Digital tools—including wearable sensors, computer vision, digital human models and AI-assisted video analysis—can help identify posture, cycle variation and congestion. However, they introduce privacy, consent, bias and cybersecurity risks. Automated systems may misclassify workers with different body shapes, assistive devices or working styles. AI outputs should therefore be treated as decision support, validated against expert observation and never used as the sole basis for discipline or medical judgement.

Best practice includes:

• involve workers from selection through validation;
• define the method before measuring time;
• separate abnormal conditions from normal performance;
• use representative samples and document assumptions;
• verify safety and quality before setting incentives;
• design for variation rather than an imaginary average worker;
• review standards after equipment, material or layout changes; and
• audit outcomes, not merely compliance with the original study.

Challenges and Limitations

Work study has several limitations. Performance rating is partly judgemental. Short studies may miss learning, fatigue, maintenance and product variation. Work sampling depends on valid random observations and precise activity categories. Predetermined motion-time systems may be expensive to apply and inappropriate for complex or non-repetitive work. Allowances can become arbitrary if they are not linked to actual exposure and recovery needs.

Ergonomic assessment also involves uncertainty. A posture that is acceptable for a short duration may be harmful when repeated for an entire shift. Risk assessment tools are screening methods, not guarantees of safety. Finally, productivity improvements can create hidden costs if they increase turnover, injury, absenteeism, quality failures or psychological strain.

Chapter Summary

Work study integrates method study and work measurement. Method study records and critically examines operations, movements, transport, delays and storage so that unnecessary work can be eliminated and necessary work simplified. Operation process charts, flow-process charts, two-handed charts and flow diagrams make work visible and support systematic improvement.

Motion economy emphasizes smooth motion, balanced use of both hands, appropriate workplace arrangement, short reaches, effective fixtures and well-designed tools. Stopwatch time study produces observed, normal and standard times. Normal time is obtained by applying a performance rating, while standard time additionally includes justified allowances. The allowance convention must be stated clearly.

Work sampling estimates activity proportions through random observations, whereas predetermined motion-time systems estimate manual work from coded basic motions. Incentive plans must protect quality, safety, fairness and cooperation.

Human factors and ergonomics treat the worker as part of a sociotechnical system. Anthropometry, force, repetition, posture, vibration, cognition, fatigue and inclusion all influence performance. Effective design prioritizes engineering controls, adjustability, recovery and worker participation. Contemporary digital and AI tools can support analysis but require validation, privacy protection and ethical governance.

Key Terms

Work study: Systematic examination of work methods and work time.

Method study: Analysis and improvement of the way work is performed.

Work measurement: Determination of the time required for a defined task and method.

Operation process chart: Chart showing principal operations and inspections.

Flow-process chart: Chart recording operations, inspections, transport, delays and storage.

Two-handed process chart: Record of the activities of the left and right hands.

Motion economy: Principles for minimizing unnecessary effort and motion.

Observed time: Time directly measured for an observed work cycle.

Performance rating: Adjustment of observed time to a defined standard pace.

Normal time: Observed time adjusted by performance rating.

Standard time: Normal time plus specified allowances.

Allowance: Time added for personal needs, fatigue, unavoidable delay or special work.

Work sampling: Statistical estimation of activity proportions from random observations.

Predetermined motion-time system: System assigning times to defined basic human motions.

Anthropometry: Measurement of human body dimensions and capabilities.

Ergonomics: Discipline concerned with optimizing human well-being and system performance.

Fatigue: Reduced physical or mental capacity caused by workload, insufficient recovery or other stressors.

Inclusive design: Design that accommodates variation among users and workers.

Lifting index: Ratio of actual load to a task-specific recommended weight limit.

Incentive plan: Compensation arrangement linking reward to defined performance measures.

Review Questions

Short Answer Questions

1. Distinguish method study from work measurement.
2. What information is recorded in a flow-process chart?
3. Define normal time and standard time.
4. Why are random observation times important in work sampling?
5. State two principles of inclusive ergonomic design.

Long Answer Questions

1. Explain the complete procedure for conducting a method study, including recording, examination, development and installation.
2. Describe the construction and uses of operation process charts, flow-process charts and two-handed process charts.
3. Explain stopwatch time study and derive the relationship among observed time, normal time and standard time.
4. Discuss the major ergonomic risks associated with manual handling, repetition, posture and fatigue.
5. Evaluate the advantages and limitations of incentive plans in industrial workplaces.

Analytical / Application Questions

1. A task has an average observed time of 1.60 minutes, a performance rating of 115% and an allowance of 18% of normal time. Calculate the normal and standard times, and state the allowance convention used.
2. A workstation has frequent reaching, screw searching and one-handed holding. Propose a method-study investigation using at least three charts or diagrams and recommend ergonomic improvements.
3. Design a measurement and governance plan for using video or wearable-sensor data to improve a manual assembly task while protecting worker privacy, inclusion and safety.

Multiple Choice Questions with Answers

Question 1

Which activity is the primary purpose of method study?

A. Determining payroll tax

B. Finding and defining a more effective way to perform work

C. Calculating machine depreciation

D. Estimating market demand

Correct Answer: B. Finding and defining a more effective way to perform work

Question 2

Which chart records transport, delay and storage as well as operation and inspection?

A. Operation process chart

B. Two-handed process chart

C. Flow-process chart

D. Organization chart

Correct Answer: C. Flow-process chart

Question 3

An observed average time is 2.00 minutes and the performance rating is 110%. What is the normal time?

A. 1.82 minutes

B. 2.00 minutes

C. 2.10 minutes

D. 2.20 minutes

Correct Answer: D. 2.20 minutes

Question 4

If normal time is 4 minutes and the allowance is 20% of normal time, what is the standard time?

A. 3.20 minutes

B. 4.20 minutes

C. 4.80 minutes

D. 5.00 minutes

Correct Answer: C. 4.80 minutes

Question 5

What is the principal statistical purpose of work sampling?

A. To estimate the proportion of time spent in defined activities

B. To measure every element of one short cycle

C. To determine body dimensions

D. To calculate tool vibration frequency

Correct Answer: A. To estimate the proportion of time spent in defined activities

Question 6

Which action best reflects motion economy?

A. Placing frequently used tools outside the maximum reach zone

B. Using a fixture to hold a component when safe and appropriate

C. Increasing hand travel to keep both hands moving

D. Requiring a fixed posture throughout the shift

Correct Answer: B. Using a fixture to hold a component when safe and appropriate

Question 7

Why should performance rating not be used to compensate for an unsafe method?

A. Rating applies only to machine speed

B. It would conceal a design problem and encourage unsafe performance

C. Ratings are measured in kilograms

D. Allowances cannot be used after rating

Correct Answer: B. It would conceal a design problem and encourage unsafe performance

Question 8

Which design approach best supports an inclusive workstation?

A. Designing only for the average worker

B. Removing all adjustment features

C. Providing adjustability and accessible controls

D. Increasing force requirements equally for all users

Correct Answer: C. Providing adjustability and accessible controls

Question 9

A lifting index is calculated as actual load divided by what quantity?

A. Observed cycle time

B. Recommended weight limit

C. Performance rating

D. Allowance fraction

Correct Answer: B. Recommended weight limit

Question 10

Which is an important governance concern when AI analyses worker video?

A. The need to eliminate all human review

B. Privacy, consent, validation and algorithmic bias

C. The impossibility of measuring posture

D. The requirement that all workers have identical body dimensions

Correct Answer: B. Privacy, consent, validation and algorithmic bias