ErgonomicsDeveloping An Effective Process

Objectives

Understand the elements that can be used to develop an effective ergonomics process

Discuss methods for getting commitment from people at all levels in the organization

Outline strategies for developing an ergonomics team and written plan.

Increase awareness of key considerations and resources for all process elements.

Process versus Program

Process Natural Benefit driven Interdependent Dynamic Participatory On-going

Program Contrived Mandate driven Independent Static Controlled Implied ending

What characteristics help to make a process effective?

What characteristics help to make a process effective? Commitment Involvement Responsibility Communication Accountability Monitoring Integration On-going Improvement

Lets Play

Choose The Best Answer To The Following Questions

What Is Ergonomics ?

A) Selecting the right person for the job so injuries are less likely to occur.

B) Fitting jobs and job demands to the capabilities/limitations of the population.

C) A communist plot to make the American people weaker.

D) Using common sense to make jobs easier.

What Is Ergonomics ?

A) Selecting the right person for the job so injuries are less likely to occur.

B) Fitting jobs and job demands to the capabilities/limitations of the population.

C) A communist plot to make the American people weaker.

D) Using common sense to make jobs easier.

A Major Goal Of Ergonomics Is A) Reduce the frequency of injuries/illnesses

and costs associated. B) Design jobs so the average person can do

them safely and efficiently. C) Automate all jobs that require lifting and

repetitive motion. D) Confuse and frustrate people with

complicated formulas and charts.

A Major Goal Of Ergonomics Is A) Reduce the frequency of injuries/illnesses

and costs associated. B) Design jobs so the average person can do

them safely and efficiently. C) Automate all jobs that require lifting and

repetitive motion. D) Confuse and frustrate people with

complicated formulas and charts.

Potential benefits of an ergonomics process include: A) Improves employee safety and health,

productivity, and quality B) Fosters an environment of teamwork and

continuous improvement C) Makes employees think that

management cares about them D) All of the above

Potential benefits of an ergonomics process include: A) Improves employee safety and health,

productivity, and quality B) Fosters an environment of teamwork and

continuous improvement C) Makes employees think that

management cares about them D) All of the above

The principles of Ergonomics are derived from… A) The political agenda of bleeding heart

liberals B) Various sciences including

anthropometry and biomechanics C) Regulation-happy government agencies

that have nothing better to do D) All of the above

The principles of Ergonomics are derived from… A) The political agenda of bleeding heart

liberals B) Various sciences including

anthropometry and biomechanics C) Regulation-happy government agencies

that have nothing better to do D) All of the above

On Average, Back Injuries Account For Approximately

A) 10% of all lost-time injuries. B) 25% of all lost-time injuries. C) 50% of all lost-time injuries. D) 75% of the workers’ compensation cases

under investigation by the fraud department.

On Average, Back Injuries Account For Approximately A) 10% of all lost-time injuries. B) 25% of all lost-time injuries. C) 50% of all lost-time injuries. D) 75% of the workers’ compensation cases

under investigation by the fraud department.

CTD stands for:

A) Carpal Tunnel Disease B) Cumulative Trauma Disorder C) Completely and Totally Disabled D) Call The Doctor

CTD stands for:

A) Carpal Tunnel Disease B) Cumulative Trauma Disorder C) Completely and Totally Disabled D) Call The Doctor

On average, upper extremity CTDs account for: A) less than 10% of all lost-time injuries B) between 10% and 20% of all lost-time

injuries C) between 20% and 30% of all lost-time

injuries D) 75% of the workers’ compensation cases

under investigation by the fraud department

On average, upper extremity CTDs account for: A) less than 10% of all lost-time injuries B) between 10% and 20% of all lost-time

injuries C) between 20% and 30% of all lost-time

injuries D) 75% of the workers’ compensation cases

under investigation by the fraud department

Carpal Tunnel Syndrome is:

A) An irritation of one of the nerves that passes through the wrist

B) An injury to the tendons of the wrist C) A cumulative condition that develops

mainly in women who type a lot D) A “work-related injury” that just happened

to surface when video games and remote controls were invented

Carpal Tunnel Syndrome is:

A) An irritation of one of the nerves that passes through the wrist

B) An injury to the tendons of the wrist C) A cumulative condition that develops

mainly in women who type a lot D) A “work-related injury” that just happened

to surface when video games and remote controls were invented

The OSHA ergo standard would have made companies: A) Analyze and improve all jobs B) Analyze and improve jobs where MSDs

have occurred C) Waste a lot of money on expensive

consulting and training services D) Outsource jobs or move operations to

another country

The OSHA ergo standard would have made companies: A) Analyze and improve all jobs B) Analyze and improve jobs where MSDs

have occurred C) Waste a lot of money on expensive

consulting and training services D) Outsource jobs or move operations to

another country

The Three Major Occupational Risk Factors For CTDs Are:

A) Repetition, Force, and Posture B) Work ethic, Experience, and Attitude C) Gender, Age, and Medical History D) Labor Unions, Lawyers, and Poor

Labor/Management Relations

The Three Major Occupational Risk Factors For CTDs Are: A) Repetition, Force, and Posture B) Work ethic, Experience, and

Attitude C) Gender, Age, and Medical History D) Labor Unions, Lawyers, and Poor

Labor/Management Relations

Proactive Methods To Identify Risk For CTDs Include: A) Reviewing OSHA 200 logs, medical

records, and workers’ comp data. B) Calculating absentee/turnover rates. C) Observing employees, analyzing jobs,

and using symptoms surveys. D) Conducting pre-employment physicals,

drug screening, and background checks.

Proactive Methods To Assess Risk For CTDs Include A) Reviewing OSHA 200 logs, medical

records, and workers’ comp data. B) Calculating absentee/turnover rates. C) Observing employees, analyzing jobs,

and using symptoms surveys. D) Conducting pre-employment physicals,

drug screening, and background checks.

A good example of an ergonomic modification is: A) Hiring people who are young, strong, and

don’t complain B) Providing equipment that helps to reduce

the need for manual lifting C) Providing back support belts for jobs that

require lifting D) Removing twinkies and pork rinds from the

vending machines

A good example of an ergonomic modification is: A) Hiring people who are young, strong, and

don’t complain B) Providing equipment that helps to reduce

the need for manual lifting C) Providing back support belts for jobs that

require lifting D) Removing twinkies and pork rinds from the

vending machines

The Ohio Bureau of Workers’ Compensation is most like: A) An insurance company B) The Occupational Safety and Health

Administration (OSHA) C) Welfare D) All other government agencies that just

keep wasting my tax dollars

The Ohio Bureau of Workers’ Compensation is most like: A) An insurance company B) The Occupational Safety and Health

Administration (OSHA) C) Welfare D) All other government agencies that just

keep wasting my tax dollars

The best way to sell ergonomics to top management is by: A) Convincing them that government

regulations are inevitable B) Sending them information and hope that

they realize it is just the right thing to do C) Threatening them with unionization or

writing “protections” into the contract D) Providing cost/benefit studies that show

how it will improve the bottom line

The best way to sell ergonomics to top management is by: A) Convincing them that government

regulations are inevitable B) Sending them information and hope that

they realize it is just the right thing to do C) Threatening them with unionization or

writing “protections” into the contract D) Providing cost/benefit studies that show

how it will improve the bottom line

Ergonomics Process Flow Chart

Ergonomics Process Flow Chart Identifies the various steps and typical order

in which they should be developed Each box in the flow chart represents an

element that should be considered Depending on your organization, you may

not have to implement every step or address them in this exact order

How do you currently respond to potential ergonomic hazard? Ignore it and hope nothing happens Stop and offer assistance, and leave it at that Stop and ask the employee or supervisor more

about the job and the hazard Report the issue to the ergo/safety team or

coordinator and hope they take care of it Report the issue to the ergo/safety team or

coordinator and check for follow-through

Obtain Top Management and Union Commitment Top management and the union must

collectively agree to support and commit to the ergonomics process.

Top management and union leadership should have joint meeting(s) to discuss the ergonomic process and its components.

What are the key selling points for the following groups? Owners/shareholders Top management Department managers Engineers Maintenance Supervisors Hourly employees

Group Activity

Scenario II

You are the Top Management at your company. Your Safety Director wants to initiate an ergonomics process.

What kind of information do you as Top Management need to know before you can make a decision?

Bill Gates

Resources and Support needed from Top Management

Executive Summary (app. A-1)

A tool that is used to inform and/or sell the ergonomics process.

Outlines the intent of the ergonomic process and identifies expected outcomes of implementing a process.

Appendix A-1

Tools to help show support and commitment to the Process Letter of commitment

(Appendix A-2) Memorandum of understanding

(Appendix B-1)

Appendix A-2, B-1

Top Management And Union Commitment If top management and/or the union

is not willing to commit to the ergonomics process we recommended that you POSTPONE your efforts until a firm commitment can be agreed upon by both parties.

Bottom Line

Top Management needs cost benefit information before they can support an Ergonomics Process.

Cost And Benefits Associated With An Ergonomics Process

Costs of Developing an Ergonomics Process

Process Costs– – – – – – – –

Project Costs – – – – – – – –

Costs of Developing an Ergonomics Process

Process Costs– Team Meetings– Team Training– Employee Training– Materials and Forms– Equipment for Analysis

and Documentation– Medical management

consultation

Project Costs – Analysis/Research – Engineering– Equipment Purchase– Installation– Maintenance– Training– Production disruption

Materials and Tools for Ergo Process Development

Materials and Tools for Ergo Process Development Camcorder Digital Camera Tape Measure Push/Pull Gage Job Assessment Forms Assessment software Design Guidelines Reference Materials

Bulletin Board Suggestion Forms Training Videos Handout Materials

What Are The Benefits Of An Ergonomics Process ?

Benefits Of An Ergonomics Process

CostsErgonomics

Process

BenefitsReduced TurnoverReduced Recruiting and Training CostsReduced AbsenteeismIncreased ProductivityReduced Re-Work & ScrapIncreased Wages/BenefitsReduced Injuries/Comp CostBetter Morale Team Work

The Cost Of Injuries

The direct cost of an injury includes the medical and indemnity costs

Indirect costs of injuries are usually 1 to 4 times as much as the direct costs

Iceberg AnalogyAccident Cost

•Medical Payments•Compensation

Supervisor time to investigate

Breaking in substitute

Poor efficiency due tobreak-up of crew

Damaged tools/equipment

Down-timeOverhead $ while work disrupted

Failure to meet deadline/fill orders

Loss of production

Loss of good will

Overtime to make up production

Hiring costs

Lost time by fellow workers

Direct Costs

Indirect or HiddenCosts

Indirect Cost Multiplier

If Direct Injury Cost is:$0 - $2,999

$3,000 - $4,999

$5,000 - $9,999

$10,000 or more

Multiply by… 4.5

1.6

1.2

1.1

Example of Total Injury Cost Calculation

Assume an injury has a direct cost of $9,000

Estimated indirect cost = Direct Cost x Multiplier $9,000 x 1.2

= $10,800

Direct Cost + Indirect Cost = Total Cost of Injury

$9,000 + $10,800 = $19,800

A Better Way to Express the Costs of Injuries

To calculate an incident’s impact on your profitability, you should use your profit margin to determine the amount of sales required to pay for the incident.

Determining Impact of Injuries On Profitability

1) Divide your total profits by total sales to get your profit margin.

Total profits = Profit MarginTotal Sales

2) Divide the total cost of an injury/illness by your profit margin to determine how much sales your company must generate to pay for injury/illness.

Total Cost of Injury/Illness = Sales required to pay for Profit Margin injury/illness

Impact On Profitability Example

The total profits for a company is $1,000,000 with the total sales volume being $25,000,000. The profit margin for the company is:

Total Profits = Profit Margin = $1,000,000 = .04Total Sales $25,000,000

Impact On ProfitabilityExample (Continued)

What sales amount is required to pay for one $3,000 dollar carpal tunnel syndrome?

Total Cost of an Injury/Illness = Sales to pay for an injury/illnessProfit Margin

$3,000 = $75,000 in sales required .04

U.S. General Accounting Office Study Results

Cost Reduction/ Case Studies Navistar - $1.4 Million (1993)

– Truck Assembly - 4,000 employees (Ohio) Reduced to $544,000 (1996)

SOCHS - $100,000 (1994)– Nursing Center - 780 employees (Maine)

Reduced to $70,000 (1996) Texas Instruments - $2.6 Million (1991)

– Defense/Electronics - 2,800 employees (Texas) Reduced to $244,000 (1996)

U.S. GAO Study Results

Cost Reduction/ Case Studies Continued... American Express Financial

Advisors - $484,000 (1992)– Financial planning/investment - 5,300 employees

(Minnesota) Reduced to $98,000 (1996)

AMP Inc. - $73,000 (1993)– Electronic Assembly - 300 employees (Pennsylvania)

Reduced to $28,000 (1996)

U.S. GAO Study Results

Benefits: Average $ per CTD Claim

0

5000

10000

15000

20000

25000

Before Ergo

After Ergo9123

1685

6601

2512

9518

486024693014

21946

5322

U.S. GAO Study Results

To Receive a Copy of the GAO Study:

Call US General Accounting Office or access their website

Report # GAO/HEHS-97-163phone (202) 512-6000www.gao.gov

U.S. GAO Study Results

Form Ergonomics Team

Team Structure

Steering/Advisory Group role (p. 9) In general, most teams are comprised of

6-10 members. Some teams have an “open seat” or sub-

teams.

Who Should Serve On The Ergonomics Team ?

Potential Ergonomic Team Members ( see page 11)

Facility or Operations Manager

Union Representative Supervisors Hourly Employees HR/Personnel Director

Engineers/Facilities Planning

Maintenance Personnel Plant Safety

Representative Health Care Provider Purchasing Personnel

How Do You Solicit Volunteers To Serve On The Ergonomics Team ?

OH PICK ME

PICK ME

Solicit Volunteers

Criteria for soliciting and choosing ergonomic team members should be created.– Desirable qualifications and characteristics

might include:

Ergonomics Team Members

Consider using an application form to solicit volunteers (sample form located in Appendix H-4).

Prospective Ergonomic team members must be solicited and asked to serve on the team on a voluntary basis, they should not be mandated to serve on such a team.

Appendix H-4

Round 2

A Management Responsibility In The Ergonomics Process Is: A) Deny all back injury and cumulative

trauma claims. B) Define responsibilities and hold people

accountable for ergonomics. C) Make people afraid to report symptoms. D) Eliminate all lifting and repetition from

jobs.

A Management Responsibility In The Ergonomics Process Is: A) Deny all back injury and cumulative

trauma claims. B) Define responsibilities and hold people

accountable for ergonomics. C) Make people afraid to report symptoms. D) Eliminate all lifting and repetition from

jobs.

One Supervisor Responsibility In The Ergonomics Process Is: A) Discipline people who don’t lift properly or use

good body mechanics. B) Encourage workers to promptly report aches and

pains and suggestions. C) Convince associates not to worry about things

like back pain and wrist pain because they usually just go away.

D) Avoid mentioning words like ergonomics and carpal tunnel syndrome.

One Supervisor Responsibility In The Ergonomics Process Is: A) Discipline people who don’t lift properly or use

good body mechanics. B) Encourage workers to promptly report aches and

pains and suggestions. C) Convince associates not to worry about things

like back pain and wrist pain because they usually just go away.

D) Avoid mentioning words like ergonomics and carpal tunnel syndrome.

One Employee Responsibility In The Ergonomics Process Is: A) Promptly report concerns and

suggestions to supervisors. B) Always use the squat lift technique. C) If your back starts to hurt, go to the store

and get a back support belt. D) Resist any changes to the way the job

has always been done.

One Employee Responsibility In The Ergonomics Process Is: A) Promptly report concerns and

suggestions to supervisors. B) Always use the squat lift technique. C) If your back starts to hurt, go to the store

and get a back support belt. D) Resist any changes to the way the job

has always been done.

Ways To Get All Employees Involved In An Ergonomics Process Are:

A) Tell a few employees and ask them to spread the word.

B) Use cash rewards and incentives. C) Through frequent communication and

involvement opportunities. D) Through coersion and intimidation.

Ways To Get All Employees Involved In An Ergonomics Process Are: A) Tell a few employees and ask them to

spread the word. B) Use cash rewards and incentives. C) Through frequent communication and

involvement opportunities. D) Through coersion and intimidation.

Decisions That An Ergonomics Team Should Make During Formation:

A) When, where, and how often the team will meet.

B) Who will be on the team and what are each person’s responsibilities.

C) How to communicate information throughout the organization.

D) All of the above

A) When, where, and how often the team will meet.

B) Who will be on the team and what are each person’s responsibilities.

C) How to communicate information throughout the organization.

D) All of the above

Decisions That An Ergonomics Team Should Make During Formation:

Important Criteria For Ergonomics Team Members To Possess Are:

A) Superior knowledge and technical skills

B) Avoids challenging company policies and established norms

C) Good communication skills and ability to work with others

D) Is the brother of the CEO

Important Criteria For Ergonomics Team Members To Possess Are:

A) Superior knowledge and technical skills B) Avoids challenging company policies or

established norms C) Good communication skills and ability

to work as a team player D) Is the brother of the CEO

Improvement Projects Should Be Prioritized Based On:

A) The number of people that will be affected by the change.

B) The frequency and cost of injuries in the operations.

C) The cost and ease of making the modifications.

D) Any of the above.

Improvement Projects Should Be Prioritized Based On: A) The number of people that will be

affected by the change. B) The frequency and cost of injuries in the

operations. C) The cost and ease of making the

modifications. D) Any of the above.

An Effective Ergonomics Process Is Characterized By: A) Posters and training classes that show

people how to use good posture and body mechanics.

B) Elimination of all manual work . C) Continuous improvements that make jobs

safer and more efficient. D) A system for rotating workers to various

jobs.

An Effective Ergonomics Process Is Characterized By: A) Posters and training classes that show

people how to use good posture and body mechanics.

B) Elimination of all manual work . C) Continuous improvements that make jobs

safer and more efficient. D) A system for rotating workers to various

jobs.

Ways To Keep All Employees Informed Of The Team Progress: A) Encouraging informal discussions

between employees and team members. B) Posting meeting minutes and project

logs on bulletin boards. C) Company newsletter D) All of the above

Ways To Keep All Employees Informed Of The Team Progress:

A) Encouraging informal discussions between employees and team members.

B) Posting meeting minutes and project logs on bulletin boards.

C) Company newsletter D) All of the above

Blueprint For Success (appendix D-1)

The Blueprint is a summary of steps that should be followed when writing an ergonomics plan

The examples are intended to provoke discussion and guide the team or organization through the process

The written plan should be a fluid document; meaning that as process improvements are developed, it should be updated

Appendix D

Steps 1 and 2 - Develop a Mission Statement and Goals Keep it brief Consider short term and

long term goals Be ambitious, but also

realistic Be specific Define activities, not

just outcomes Communicate it

Tools and Resources for Defining Mission and Goals Organizational values and mission OSHA ergonomics guidelines Ergonomic implications from compliance with other

regulatory agencies Statistics/Case studies/Success stories from others in

industry (competitors) Perception survey OCOSH Course - GEN 127 - Winning Management

Commitment

Steps 3 & 4 - Determine key members and responsibilities

Get management and labor representation

Specify roles and responsibilities

Define people who will serve as resources

Resources for Determining Roles and Responsibilities Job descriptions/day-to-day responsibilities Performance evaluation criteria related to

safety and ergonomics Team charter from other successful

committees or projects Formal education and Training records

Steps 5 & 6 - Define Operating Rules, Format & Logistics Establish regular time,

place, and format Determine how and

what types of info will be communicated

Determine where documentation will be kept

Tools and Resources for Developing Safety/Ergo Teams OCOSH courses

– GEN 370 - Developing Safety Involvement Teams– GEN 122 - Facilitating Safety Meetings

University outreach programs Companies specializing in organizational

development Facilitator training

Step 7 - Develop Training

Determine specific training needs

Consider in-depth training for team or coordinator

Provide overview of process for entire staff

Develop job-specific training for all

Resources for Ergonomics Training and Materials OCOSH Courses

– ERG 215 - Ergonomics for Office– ERG 218 - Ergonomics Applied– ERG 125 - Ergo and Safety for Healthcare

Corporate and other Internal Resources Colleges and Universities Safety and Ergonomics Web Sites Ergonomics Consulting Firms Product Vendors

Blueprint Group Activity

Blueprint Group Activity

You are an Ergonomics Team that will address the following steps from the Blueprint for Success to create your written program.– Steps 1 & 2– Steps 3,4,5, & 6– Step 7

Appendix D

Step 8 - Collect and Analyze Relevant Data Identify what is

relevant and available Determine where it is

and how to get it Avoid overanalyzing Look beyond the

strains and sprains

Collect & Analyze Trend/Historical Data

What kind of data do you have to help identify and analyze injury trends?

Where do you find the data?

Appendix E

Step 9 - Develop Guidelines for Prioritizing Jobs and Issues Define key factors Determine ranking or

weighting for factors Provide data collection

forms and methods Use quantitative and

qualitative data Provide for flexibility Build on successes

Tools for Outlining Prioritization Methods

Perception surveys Cost data Symptoms surveys Ergonomics assessment software

Step 10 - Develop Procedures for Ergonomic Job Analysis

Develop standard data collection forms

Determine appropriate assessment tools

Use quantitative and qualitative data

List of authorized/ recommended analysts

Resources for Ergonomic Hazard Assessment Tools

NIOSH lifting guide - www.htec.com or www.industrialhygiene.com/calc/lift.html

Snook Guidelines for Pushing or Pulling Force - www.htec.com

State of Washington Risk Factor Checklists - www.lni.wa.gov/wisha/

BWC Consultants - 1-800-OHIOBWC

Step 11 - Establish Process for Solution Development

Develop ad hoc project team structure

Specify roles and responsibilities

Identify resources for information, ideas, and products

Provide cost/benefit estimating tools

Tools and Resources to Assist with Solution Development Brainstorming Fishbone diagramming Success stories Outside consultants Vendors Industry/Trade groups EMPLOYEES!

Step 12 - Devise Procedures to Assist with Approval Process Develop template for

presenting proposal Provide suggested cost

justification method and benchmark

Offer pre-presentation review process

List decision makers

Tools and Resources for getting approval for projects In-house resources Success stories from others in industry Cost/Benefit formulas Compliance - Knowledge of other safety

and health issues and requirements Success stories from other projects Grants

Step 13 - Outline the Solution Implementation Process

Develop ad hoc project team structure

Specify required steps and responsibilities

Provide expected timeframes for steps

Develop sign-off sheets and routing

Outline means of communicating status

Tools and Resources to assist with Implementation Process Action plan templates Input from people involved in similar types

of projects Input from employees Communication

Step 14 - Develop Project Evaluation Techniques

Define measurables Specify timeframes for

follow-up Specify person(s)

responsible Provide templates for

documentation Develop procedure for

follow-up on issues

Tools and Resources for Project Documentation Comparison with Ergonomic guidelines Follow-up assessments Post-intervention surveys Bulletin boards Various electronic means Project documentation forms (appendix H)

Step 15 - Develop Protocols for Medical Management

Define symptoms and reporting process

Institute transitional work policies

Develop standard forms for all aspects

Develop roles and responsibilities

Communicate to all

Resources for Medical Management Assistance

Managed Care Organizations (MCOs)

Transitional Work Developers

Local Hospitals and Medical Centers

Industrial Rehab Centers

Appendix G

Step 16 - Outline Methods for Monitoring the Overall Process

Develop objective measures

Focus on activities and outcomes

Relate successes with organizational values and business pursuit

Implement continuous improvement

Tools for Monitoring the Ergonomics Process Use the Process Monitoring Checklist

in Appendix H-26, to assess your company's current ergonomics process.

Appendix H-26

Any Questions ?

Thank You