Cognitive Ergonomics in Intralogistics: When Software Supports Warehouse Workers

In intralogistics, people, processes, information, and technology interact directly. Employees must identify goods, process orders, make decisions, and move around while simultaneously adhering to safety and quality requirements. The more complex the processes become, the more important it is to consider how this work is organized.

This is no longer just about traditional ergonomics. While physical ergonomics, for example, examines how workstations, movement sequences, or tools should be designed, cognitive ergonomics addresses a different dimension of work: How well does a work environment support people in perceiving, processing, and applying information?

This question plays a central role, particularly in intralogistics. Warehouse management systems (WMS) control and support numerous processes in the warehouse. They provide information, issue work orders, and help coordinate the flow of goods. As a result, the software itself becomes an important component of the workplace.

Software designed with cognitive ergonomics in mind should therefore do more than just function technically. It should help people perform their tasks as safely, clearly, and efficiently as possible.

The term “ergonomics” is often initially associated with physical strain: a height-adjustable desk, an ergonomic office chair, or a back-friendly workstation are typical examples. However, ergonomics fundamentally deals with the design of work systems and their adaptation to human abilities and needs.

Cognitive ergonomics focuses on mental processes. These include, among others:

• Perception and attention
• Information processing
• Memory
• Decision-making
• Learning
• Problem-solving
• Mental workload

Simply put, the question is: How should a work environment be designed so that people can quickly understand and meaningfully process information?

This is particularly relevant when a person is bombarded with a lot of information at once. This is often the case in modern warehouses. For example, an employee receives an order, must locate a storage bin, identify an item, pick a quantity, and confirm the transaction in the system. At the same time, time pressure, background noise, changing orders, or unexpected situations can come into play. Cognitive capacity is not an inexhaustible resource. The more information that needs to be processed, the more important it is to clearly structure relevant information and avoid unnecessary mental strain.

A modern warehouse is a complex sociotechnical system. People work alongside conveyor systems, mobile data collection devices, pick-by-light systems, wearables, autonomous transport systems, and software. These systems are increasingly taking over tasks that were previously organized manually. At the same time, new requirements are emerging: employees must understand technical information, interpret system messages, and make decisions in certain situations.

This creates a central interface between people and technology.

Here’s an example: A WMS displays the next order to a picker. The screen shows the storage location, item number, item description, and quantity to be picked. Additionally, notes, warnings, or system messages may appear. Technically, this display may be entirely accurate. Nevertheless, from a cognitive perspective, its design may be problematic. For example, if important information is buried among numerous less relevant details, the employee must search more diligently and interpret the data more carefully. This takes time and increases the likelihood of errors.

Cognitive ergonomics, therefore, does not mean providing as much information as possible. It is about providing the right information at the right time in an understandable format.

The term “information work” is often associated with office tasks. In intralogistics, however, information is also an essential component of many tasks. Although a picker physically moves goods, their work is simultaneously based on a continuous flow of information:

1. Which order is next?
2. Where is the item located?
3. Which item is the correct one?
4. What quantity is needed?
5. Are there any special considerations when picking the item?
6. Where do the goods need to go next?
7. Was the work step completed correctly?

The WMS provides a large portion of this information.

This makes the system’s user interface an integral part of the physical workspace. A system that is difficult to understand can make work more difficult, even if the underlying logic is highly sophisticated. A well-designed system, on the other hand, can help simplify workflows and provide targeted support to employees.

One of the biggest challenges in software design is determining what information is actually needed. By its very nature, a warehouse management system contains large amounts of data: item master data, inventory levels, storage locations, orders, priorities, batches, serial numbers, transport orders, and much more. However, for a specific work step, often only a small portion of this is needed. From a cognitive ergonomics perspective, the user interface should therefore focus on the task at hand. An employee who is currently picking an item may need, above all:

Where? – What? – How much?

For example:

Storage location: A-03-02-04
Item: 4711 – Product xy
Quantity: 6 units

Additional information may be important but should not necessarily be given the same visual priority. A clear hierarchy helps people identify relevant information more quickly.
This reduces the effort required to search and makes it easier to focus on the actual task.

An important concept in the context of cognitive ergonomics is cognitive load, often referred to as “cognitive load.”

People have only limited capacity to process information simultaneously. If this capacity is consumed by unnecessary or poorly structured information, less attention remains for the actual task.

In a warehouse, for example, this can happen when:

• dialogs are unnecessarily complicated,
• important information isn’t clearly highlighted,
• employees have to switch between many different views,
• system messages are difficult to understand,
• identical information is displayed differently in different places,
• frequent tasks require an unnecessary number of inputs.

The result does not necessarily have to be a serious error right away. Even small delays add up across many work processes. With several hundred or thousand transactions per shift, a few extra seconds per process can make a significant difference.

However, cognitive ergonomics does not mean taking every decision away from the user. Rather, software should provide support where it can reliably process and provide information. For example, a WMS can determine the next logical step based on inventory levels, orders, and defined strategies. The employee then does not have to choose from a multitude of options on their own.

This principle can be applied to many processes. Instead of “Please select the appropriate step from ten possible process steps,” it is often better to say: “Next step: Pick from storage location A-03-02-04.”

The software handles part of the information processing and presents the result to the user in an action-oriented format. This is a key concept of cognitive ergonomics: Technology should not leave people to deal with information on their own, but rather support them in processing that information.

Another important aspect is error prevention. In the warehouse, errors can occur at many points: the wrong item, the wrong quantity, the wrong storage location, or an incorrect entry. The later an error is detected, the more severe the consequences can be. Cognitively ergonomic design can help prevent errors right at the interface between the user and the system.

This includes, for example:

• unambiguous labels,
• clear process steps,
• understandable feedback,
• meaningful validity checks,
• visual highlighting of relevant information,
• confirmations for critical actions,
• as few unnecessary inputs as possible.

However, it’s important to note that not every action should be accompanied by warnings and confirmation dialogs. Too many warnings quickly lead to another problem: people get used to them and confirm messages automatically. So here, too, it’s all about striking the right balance.

A frequently underestimated factor in cognitive ergonomics is consistency. When a system always displays certain information in the same place, similar functions work in similar ways, and terms are used consistently, employees can form mental models. Over time, they know where to find which information and how the system responds to specific inputs.

This is particularly important in intralogistics because work processes are often repeated. Employees perform similar tasks many times per shift. Consistent user guidance therefore not only reduces the learning curve; it also supports routine and fast workflows.

Cognitive ergonomics is closely linked to the topic of usability, i.e., ease of use. Both concepts overlap but are not entirely identical. Usability focuses, among other things, on how effectively, efficiently, and satisfactorily people can use a system. Cognitive ergonomics additionally takes a very targeted look at the mental processes that occur during use.

For a WMS, this means that an interface can be fully functional yet still impose unnecessarily high cognitive demands. A truly good solution therefore considers not only:

“Can the employee perform this function?”

but also:

“How easily can they understand what to do?”

“How quickly can they identify the relevant information?”

“How many decisions do they have to make on their own?”

“How likely is it that they will make a mistake under time pressure?”

“How easily can they get back into the process after an interruption?”

This last point, in particular, is becoming increasingly important in dynamic warehouse environments.

In a warehouse, not every process proceeds in a completely linear fashion. Employees are approached, must watch out for vehicles or other people, receive inquiries, or encounter deviations. Software that works only under ideal conditions is therefore not very practical. Cognitive ergonomics also takes such interruptions into account. After a break or an unexpected event, it should be possible to determine as quickly as possible:

Where was I? What have I already done? What needs to be done now?

Clear process guidance and understandable status information can play an important role here.

The importance of cognitive ergonomics becomes particularly clear in mobile work environments.
Handheld scanners, tablets, smartphones, smart glasses, or voice-controlled systems must convey information under conditions that differ significantly from a traditional office workstation. A warehouse can be noisy. Employees are on the move. They may be wearing gloves. Their attention is not focused exclusively on the screen. Therefore, the presentation of information must be tailored to the specific context of use. A large information window on a stationary monitor does not automatically work on a small mobile device. Similarly, a voice-based application must meet different requirements than a graphical user interface.

The central question is always:

What information does a person need at this very moment to perform their task safely and efficiently?

For the development of warehouse management software, this means that a system’s technical capabilities represent only one aspect of the solution. A WMS must be able to map complex processes. At the same time, it must make this complexity manageable for the people working with the system. This can mean, for example, that processes are presented in a way tailored to specific roles and tasks. A picker needs different information than a shift supervisor. An employee in receiving works with different screens than someone in shipping.

A flexible software architecture makes it possible to accommodate these different requirements without exposing every user to the full complexity of the system. This is precisely where the significant added value of good warehouse management software lies: The complexity of the warehouse may exist within the system, but it does not have to be presented to the user at every step of the workflow.

In the past, the optimization of logistics processes was often viewed primarily through the lens of key metrics: throughput, travel times, inventory levels, utilization rates, or error rates. These metrics remain important. However, they do not always tell the whole story. For example, if a process appears particularly efficient on paper but requires employees to process numerous pieces of information simultaneously, actual performance may be lower than expected.

A people-centered intralogistics approach therefore considers both sides: How efficient is the process—and how well can people carry it out? Cognitive ergonomics combines these perspectives.

After all, a system that helps people quickly grasp information and make the right decisions can do more than just improve the quality of work. It can also help make processes more stable and efficient.

Cognitive ergonomics is neither an isolated design issue nor a “nice-to-have.” In complex intralogistics systems, it is a key component of the interface between people and technology. A modern warehouse management system should therefore do more than just manage inventory, control orders, and document processes. It should support people in carrying out these processes safely and efficiently in their daily work.

This includes prioritizing information sensibly, avoiding unnecessary decisions, mapping workflows in an understandable way, and making feedback clear.

The crucial shift in perspective here is this: The focus should not be on the question “What information can the system display?” but rather “What information does the person need right now to perform their task well?” This question is becoming increasingly important, especially in intralogistics, where people and technology work closely together. With rising automation and growing volumes of data, the ability to provide information in a clear and context-appropriate manner is becoming a critical success factor.

Ultimately, cognitive ergonomics means designing technology so that it plays to its strengths: it processes complex information, recognizes connections, and supports processes. People, in turn, can focus on what they do best: assessing situations, reacting flexibly, making decisions, and dealing with unexpected events.

A good WMS not only makes the warehouse more transparent; it also makes the work performed there easier to understand.

More interesting articles on the topic of information processing and people in intralogistics:

TUP.SML ensures smooth intralogistics processes for Lusini

Humans and highly automated intralogistics processes

Dark Warehouses – The Human-Free Intralogistics

Human – machine interfaces in the industry