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Ergonomics

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THE ERGONOMIC PROCESS

� There are two approaches to ergonomics:Pro-active intervention (NIOSH Model)Reactive intervention

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ERGONOMICS

� Ergonomics is simply the study of work.

� It is the science of designing the job, machine, or process to fit the worker.

� In the past, the worker has been replaceable. This is no longer an acceptable attitude.

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ERGONOMICS

� There are several approaches to controlling musculoskeletal disorders (MSD).ProactiveReactive

� Congress would like to pass an ergonomics rule.

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THE ERGONOMIC PROCESS

� A simple proactive approach to this process can be taken from the model derived from the National Institute for Occupational Safety and Health (NIOSH).

� http://www.gov/niosh/ergo page.html

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NIOSH ERGONOMIC PROCESS

� Looking for signs of work-related musculoskeletal disorders.Looking at the 300 LogLooking at job or work conditionsJob Hazard AnalysisTrade publicationsIncreasing "line" speed or increase

productivity

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NIOSH ERGONOMIC PROCESS

� Management's commitment to solve problems.Policy StatementsErgonomics meetingsResource commitmentGoal setting to reduce injuriesInformation on ergonomicsEvaluation tools

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NIOSH ERGONOMIC PROCESS

� General and specialized trainingAwareness training

Identify symptomsRisk factorsReporting procedures

Job Hazard Analysis (JHA)Problem solving

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NIOSH ERGONOMIC PROCESS

� Collecting and assessing data and information.Follow up on paperwork Review 300 LogConduct symptom surveysMedical examsScreening for risk factors

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NIOSH ERGONOMIC PROCESS

� Developing and evaluating control strategies.Engineering Controls

Remove by designAdministrative Controls

Work practicesPersonal Protective Equipment (PPE)

Does it work Note: This is based on NIOSH's Ergonomics Philosophy.

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NIOSH ERGONOMIC PROCESS

� Health care managementEmployer Responsibilities

Encourage early evaluationEmployee Responsibilities

Participate in health careJob Issues

Job placementEarly reporting

Note: This is based on NIOSH's Ergonomics Philosophy.

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NIOSH ERGONOMIC PROCESS

� Creating a pro-active ergonomic program.PreventionPolicyDecision makingDesign

Note: This is based on NIOSH's Ergonomics Philosophy.

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NIOSH ERGONOMIC PROCESS

� Follow-up, follow-up, follow-upAn ongoing program must be implemented

and supported by management.Workers must be encouraged to

participate in the ergonomics program.

Note: This is based on NIOSH's Ergonomics Philosophy.

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REACTIVE

� If it hurts, there is something wrong.

� If it hurts, do something about it.

� If it hurts, contact your supervisor.

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REACTIVE

� If you are the supervisor and you don't know what to do about it, contact:

� Medical Personnel

� Insurance Company

� Michigan Consultation Education & Training (CET) at 517 322 1809 and ask for help

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A Reactive Approach

� There are many different approaches.

� The following is just a starting point:

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A Reactive Approach� Evaluate: Injury Rates and Costs� Gain: Management Commitment� Talk: With Employees� Select: Several Key Processes� Adjust: Targeted Processes� Train: Employees & Management� Modify: Balance of Processes� Review & Repeat: on a Regular Basis

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When You Are It!

� If you are the person who is responsible for trying to solve the ergonomic problem, you have a responsibility to all employees and a responsibility to management.

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GAIN MANAGEMENT's COMMITMENT

� Management must be convinced of the cost effectiveness of ergonomics.

� Management must follow the legal rules.

� Management must provide the money to start The process and continue ergonomics evaluation and controls.

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TALK TO EMPLOYEES

� Gather informationEmployees may not talk to management's

representatives.Try to locate someone who is neutral or is

very well accepted by both hourly workers and management.

Trust is the key issue.

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TALK TO EMPLOYEES� Talk to individual employees on all shifts.� Ask them where it hurts, and if there is any

modifications that would make the job easier.Most solutions come from the employees

themselves.

� Maintain employee anonymity if required and legal.

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� Managers do not run the machine or process for 40-60 hours per week.

� Managers are not physically held to production schedules that may be unrealistic.

� Managers are not the ones getting hurt and are too sore to play with their CHILDREN/GRANDKIDS!

Workers are the Experts

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SELECT KEY PROCESSES

� Select several key processes which are causing excess injuries from your hazard assessment or from employee complaints i.e. moving patients.

� The employees in these areas must be involved in the solution.

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ADJUST SELECTED PROCESSES

� For those key areas that produce frequent injuries:Make adjustments to minimize the stress.Buy equipment if necessary.Check with the employees to see if it helps

them.

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TRAIN EMPLOYEES

� Train all employees in Ergonomics.� Get testimonials from those workers

who were helped by the earlier changes you made to their job process or equipment.

� Tell them that they are not paid enough to go home each night injured and hurting.

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TRAIN EMPLOYEES

� Encourage employees to participate.

� 80% of the “fixes” to the processes or equipment will come from the employees.

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TRAIN EMPLOYEES� Develop an ergonomics form so the

employee can document "where it hurts" and "what might be done" to improve the process or work area.

� Let them know that management has made a commitment to minimize the physiological stress of the workplace, but they must participate if the ergonomic process is going to work.

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TRAIN MANAGERS SEPARATELY

� Regardless of how good relations are between management & labor, many hourly employees will not participate in the process if management personnel are in the same room.

� They are afraid of repercussions.� Management's commitment may be

driven by $$$$$.

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TRAIN MANAGERS� Advise managers of the cost of each accident

type per department.� Use graphics.� Discuss rising workers compensation costs and

potential liability. � Discuss lawsuits.� Managers must enforce ergonomics.� If enforcement is not part of the process, the

process will fail.

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MODIFY THE REST OF THE PROCESS

� Modify the tasks.

� Modify the process.

� Modify the machine.

� Modify the workload.

� Modify the workstation.

� Modify the worker attitude

� Modify the work environment.

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Review & Repeat

� Follow-up

� Review the progress frequently

� Make adjustments as necessary

� Repeat the process often

� Repeat

� Repeat

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Follow Up

� If it does not work the first time,

Try Again!