Presentation 2009Ewa LidénKassel
Project No. 030300-2
Tool 1:Health
&Performance
Tool 2:Cost/Benefit
Tool 3:WORX for SMes
Tool 4:Skills
(contractor)
Tool 5:Skills
(operator)
Tool 6:Ergo-Check
Tool 7:Sitting-Check
COMFOR educative packages
Presentation 2009Ewa LidénKassel
Project No. 030300-2
The Process
Provides guidance for you and your employees on improving and maintaining
health safety well-being and a high and sustainable
productivity
The aim is to inspire you to start an continuous improvement process.
Presentation 2009Ewa LidénKassel
Project No. 030300-2
Five step process
1. Policy and routines
2. Assess risks
3. Find solutions
4. Implement
5. Follow up
Presentation 2009Ewa LidénKassel
Project No. 030300-2
The Process – Step 1
a) Develop your company policy
b) Establish routines
c) Identify indicators of change
Presentation 2009Ewa LidénKassel
Project No. 030300-2
1a) Develop a company policy
Express your company’s will
• concrete
• easy to understand
• accepted by all
Presentation 2009Ewa LidénKassel
Project No. 030300-2
1a) Develop a company policy
Possible content
• General standpoint
• Workplace risks
• Crewing
• Scheduling
• Job rotation and job enlargement
• Machines
Presentation 2009Ewa LidénKassel
Project No. 030300-2
1a) Develop a company policy
An example:
We are a trustworthy supplier of logging services. We focus on
being a reliable and profitable business partner and employer
retaining competent personnel
keeping our operators healthy and with good working capacity
We realize mechanized harvesting give rise to certain risks, therefore
we clearly define working instructions and operators’ authorities
our machines are up-to-date and thoroughly taken care of
our operators have a fair pay and freedom to decide upon their working hours
we work systematically with improvements in an open straightforward climate.
We are a trustworthy supplier of logging services. We focus on
being a reliable and profitable business partner and employer
retaining competent personnel
keeping our operators healthy and with good working capacity
We realize mechanized harvesting give rise to certain risks, therefore
we clearly define working instructions and operators’ authorities
our machines are up-to-date and thoroughly taken care of
our operators have a fair pay and freedom to decide upon their working hours
we work systematically with improvements in an open straightforward climate.
Presentation 2009Ewa LidénKassel
Project No. 030300-2
1b) Establish routines
The routines should indicate– by whom
– when
– how
– what
the work environment is managed
Presentation 2009Ewa LidénKassel
Project No. 030300-2
1b) Establish routines
• by whom• when• how• what
the contractor every 3rd month systematic monitoring your machine operators’
health and performance
Presentation 2009Ewa LidénKassel
Project No. 030300-2
1c) Identify key indicators
Ex. of indicators of change in performance
• harvested volume
• machine availability
• fuel consumption
• no. of mistakes made
Presentation 2009Ewa LidénKassel
Project No. 030300-2
Ex. of indicators of change in health
• stiffness, ache or pain
• accumulated fatigue
• psychosomatic complaints
1c) Identify key indicators
Presentation 2009Ewa LidénKassel
Project No. 030300-2
The Process – Step 2
a) Identify risks
b) Classify urgency
c) Document
Presentation 2009Ewa LidénKassel
Project No. 030300-2
2a) Identify risks
Ex. of technical hazards:
• long hours in the machine• fixed seated positions• repetitive movements• high level of attention• whole body vibrations and bumps• inclined seating• poor ergonomics in the machine
Presentation 2009Ewa LidénKassel
Project No. 030300-2
2a) Identify risks
Ex. of organisational hazards:
• Working alone
• Shift work
• Production pressure
• Unclear instructions
Presentation 2009Ewa LidénKassel
Project No. 030300-2
2b) Classify urgency
Red
Yellow
Green
Requires immediate action
Requires action within some time
Negligent
Presentation 2009Ewa LidénKassel
Project No. 030300-2
2c) Document
• Enables you to identify long lasting unsolved problems and complaints
Presentation 2009Ewa LidénKassel
Project No. 030300-2
The Process – Step 3
Search for solutions– you as manager
– your operators
– sometimes even your customers
in an open and creative climate
Presentation 2009Ewa LidénKassel
Project No. 030300-2
Step 3 – find solutions
Technical
Individual
Organisational
Management
Presentation 2009Ewa LidénKassel
Project No. 030300-2
Technical measures
• New seat
• Additional handles
• Clean anti-slip surfaces
• ...
Presentation 2009Ewa LidénKassel
Project No. 030300-2
Individual measures
• Training in work technique
• Improved working posture
• Micro pauses
• Rest breaks
• ...
Presentation 2009Ewa LidénKassel
Project No. 030300-2
Organisational measures
• Healthier shift system
• Reduction of machine hours
• Additional tasks
• Teamwork
• ...
Presentation 2009Ewa LidénKassel
Project No. 030300-2
Management measures
• Re-allocation of responsibilities
• Further delegation of tasks
• Develop new business areas
• Improve working climate
• ...
Presentation 2009Ewa LidénKassel
Project No. 030300-2
The Process – Step 4
a) Implement measures agreed upon
b) Document agreed measures
Presentation 2009Ewa LidénKassel
Project No. 030300-2
4a) Implement measures
Be aware of difficulties– old habits
– no or low acceptance
Countermeasures– shared business policy / vision
– increased operator influence
– improved working climate
Presentation 2009Ewa LidénKassel
Project No. 030300-2
4b) Document activities
1. The activity
2. Cause and aims
3. Key indicators
4. Time schedule
5. Persons involved
6. Sanctions, if any
7. Costing and financing
Presentation 2009Ewa LidénKassel
Project No. 030300-2
The Process – Step 5
confirm success
detect status quo
discover failure
Follow up to
and to learn for future
Presentation 2009Ewa LidénKassel
Project No. 030300-2
The Process – Step 5
Confirm success
• Close measure• Continue to improve even more
Presentation 2009Ewa LidénKassel
Project No. 030300-2
The Process – Step 5
Detect status quo
• Find reasons
• Search new priorities
• Search new responsibilities
• Continue measure for future improvement
• Close measure
Presentation 2009Ewa LidénKassel
Project No. 030300-2
The Process – Step 5
Discover failure
• Find reasons
• Search new priorities
• Search new responsibilities
• Change routines
• Close measure
Presentation 2009Ewa LidénKassel
Project No. 030300-2
To keep process alive
• Involve all staff
• Use questions in each step to start discussions
• Implement an easy measure prompt
indicates a serious attitude
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