What is Ergonomics?

Ergonomics Ergonomics is the study of a person’s work related to the tools and machines he/she uses to accomplish the task of work. Ergonomics is a study of time and motion involved in work. Ergonomics is improving a work task, procedure, process to make the worker more efficient.

Ergonomics Ergonomics is the science of fitting workplace conditions and job demands to the capabilities of the working population. Ergonomics is human engineering. Ergonomics is the name of a new regulation intended to reduce worker injury

Ergonomics Ergonomics refers to assessing those work- related factors that may pose a risk of musculoskeletal disorders and recommendations to alleviate them

Why Do You Need Ergonomics? Classroom demonstration

Ergonomics Program Elements Management leadership - paragraph (h) Employee participation - paragraph (i) MSD management - paragraphs (p), (q), (r) & (s) Job hazard analysis - paragraph (j) Hazard reduction and control measures - paragraphs (k), (l), and (m) and evaluation as specified in paragraph (u), if the job hazard analysis determines that the job presents an MSD hazard Training - paragraph (t)

Job Hazard Analysis Train the Trainer

What Is the Step-by-Step Procedure of a Job? Observe the job Interview the person performing the job Break the job into various actions Describe the actions Measure and quantify risk factors Identify conditions contributing to the risk factors Verify the analysis of the job with the worker

Observe the Job What are the physical work activities? Break the job into various actions Describe the actions

Examples of Physical Work Activities Exerting considerable physical effort to complete a motion Doing the same motion over and over again Performing motions constantly without shout pauses or breaks in between Maintaining same position or posture while performing tasks

Examples of Physical Work Activities Sitting for a long time Using hand and power tools Using hands or body as clamp to hold object while performing tasks Moving heavy objects Bending or twisting during manual handling

What Are the Work Conditions?

Examples of Work Conditions Performing tasks that involve long reaches Working surfaces are too high or too low Maintaining the same position or posture while performing tasks Vibrating working surfaces, machinery or vehicles Workstation edges or objects press hard into muscles or tendons

Examples of Work Conditions Gloves are bulky, too large or too small Objects or people are heavy Horizontal reach is long Vertical reach is below knees or above shoulders Object is slippery or has no handles Floor surfaces are uneven, slippery or sloped

Activities and Conditions Which of the activities and conditions present risk factors?

What Are the Ergonomic Risk Factors? Repetition Force Duration Vibration Temperature Posture

Covered Risk Factors Repetition - repeating same motions for 2 hours at a time or using keyboard/mouse steadily for more than 4 hours/day Force - lifting, pushing/pulling, pinching/gripping unsupported objects Vibration - high >30 minutes; moderate >2 hours/day Awkward postures - raising or working with hands above head or elbows above shoulders; kneeling, squatting; twisting neck,back or wrists more than 2 hours per day Contact stress - more than 10 times/hour more than 2 hours per day

Potential Solutions Train-the-Trainer

Potential Solutions Brainstorming –Leave history behind –No obstacles –Anything is possible –Empowered to do anything –No limit to resources –No limit on time –No bad or stupid ideas

What Are the Potential Solutions? Training solutions Engineering solutions Task modifications Task rotation Physical fitness issues Posture awareness Employee

Potential Training Solutions Principles of body mechanics Risk factors How to minimize potential injuries

Potential Engineering Solutions Limitations of equipment/tools Design principles Extreme, Average and Range Neutral Posture

Design Principles Commitment to the idea that things, machines, etc. are built to serve humans and must be designed always with the user in mind Recognition of individual differences in human capabilities and limitations and an appreciation for their design implications

Management and Leadership Train-the-Trainer

Attitude Treat ergonomics as a baseline not a ceiling Make it a core value not a program Make it a proactive, behavioral approach Create a caring culture that is active Develop a process that is sustainable Strive for continual improvement Evaluate your ability to change

Strategy “Pulling It All Together” Get management support Develop a plan of action Establish priorities Selecting the “right” people Call on outside assistance Be realistic in your goals Get management support

Management Support How do you get it?

Action Plan Form a management/employee ergonomics steering team Educate the team extensively Include upper and middle management on the team Know the team’s authority Meet regularly for review of all ergonomic related injuries

Action Plan Establish a written plan with –Action required –Responsible person/people –Start and completion dates –Evaluation of changes

Establish Priorities Review past illness/injury data Discomfort surveys Job analysis Low cost/High Impact Easy fix Productivity increases

Select the “Right” People Employee who performs the job –Expert –Acceptance Change Agents Employee Leaders Management Leaders

Outside Assistance Fresh Look Broad Experience Lack of Time/Resources Limited Knowledge Unbiased Opinion

Be Realistic Pie in the sky Reasonable goals/expectations Behavior based 3 years

Management Support How do you keep it?

What Policies Will You Put in Place to Manage Your Ergonomics Core Values?

Policies Review existing safety and health policies for application

How Do You Evaluate the Effectiveness of This Program?

What Measures Will You Compare?

What Goals Will You Establish?

What Tool Will You Use to Share Information Regarding MSD Hazards?

How Do You Manage the Suppliers of Equipment When the Solutions Involves Them?

How Do You Manage and Determine the Role of the Health Care Professional?

How Do You Educate Your Customers Concerning the Solution?

References Web Sites Professional Magazines Trade Magazines Books Professional Associations Hand Outs

Best Management Practices Industry based perspective Format to share ideas internally Vehicle to share ideas externally

Ergonomics Program Elements Management leadership - paragraph (h) Employee participation - paragraph (i) MSD management - paragraphs (p), (q), (r) & (s) Job hazard analysis - paragraph (j) Hazard reduction and control measures - paragraphs (k), (l), and (m) and evaluation as specified in paragraph (u), if the job hazard analysis determines that the job presents an MSD hazard Training - paragraph (t)

Management Leadership Assign and communicate responsibilities Provide designated persons with the authority, resources, and information necessary Ensure that policies and practices encourage and do not discourage: –Early reporting of MSDs, their signs and symptoms, and MSD hazards; and –Employee participation in the ergonomics program Communicate periodically with employees

Employee Participation Have ways to promptly report MSDs, MSD signs and symptoms, and MSD hazards Receive prompt responses to their reports Provided with a summary of the requirements of the standard; have ready access to a copy of the standard and to information about MSDs, MSD signs and symptoms, MSD hazards, and your ergonomics program Have ways to be involved in the development, implementation, and evaluation of your ergonomics program.

Control Steps Ask employees to recommend measures to reduce MSD hazards Identify and implement initial controls within 90 days of determining that job meets the “Action Trigger.” –Initial controls “substantially reduce exposures even if they do not reach the levels specified in § (k)(1) –Permanent controls meet § (k)(1)

MSD Management Includes: –Access to a Health Care Provider –Any necessary work restrictions, including time off to recover –Work restriction protection –Evaluation and follow-up of MSD incidents “MSD management...does not include medical treatment, emergency or post-treatment procedures.”

Training Initial training must be provided to: –Each employee in a job that meets the Action Trigger –Supervisors or team leaders –Other employees involved in setting up and managing your ergonomics program Follow-up training every 3 years

Ergonomics Program Evaluation Evaluate at least every 3 years and “when you have reason to believe that program is not functioning properly” How: –Consult employees about effectiveness and problems –Review elements to ensure functioning effectively –Determine whether MSD hazards are being identified/addressed –Determine whether achieving positive results

MSD Management Includes: –Access to a Health Care Provider –Any necessary work restrictions, including time off to recover –Work restriction protection –Evaluation and follow-up of MSD incidents “MSD management...does not include medical treatment, emergency or post-treatment procedures.”

Records In written or electronic form: –Employee reports of MSDs, MSD signs and symptoms, and MSD hazards; –Your response to such reports; –Job hazard analyses; –Hazard control measures; –Quick fix process; –Ergonomics program evaluations; and –Work restrictions, time off work, & HCP opinions

Records Retain records for 3 years or until replaced/updated -- whichever comes first Except HCP opinions -- retain for duration of employment plus 3 years Except if employee worked <1 year: –no record retention –but must provide record to employee

Does Job Pose an MSD Hazard? Employer must conduct a job hazard analysis (JHA) using one or more of the following: –Use one or more of the hazard identification tools listed in Appendix D-1, if the tools are relevant to the risk factors being addressed –The occupation-specific hazard identification tool in Appendix D-2 –A job hazard analysis conducted by a professional trained in ergonomics; –Any other reasonable method that is appropriate to the job and relevant to the risk factors being addressed.

Does Job Pose an MSD Hazard? JHA must include: –All employees who perform the same job OR –A sample of employees in that job who have the greatest exposure to the relevant risk factors JHA steps: –Talk with those employees and their representatives about the tasks that may relate to MSDs; AND –Observe employees performing the job to identify risk factors and to evaluate the magnitude, frequency, and duration of exposure to those risk factors

Appendix D is Ergonomics “No Man’s Land” Job Strain Index - proposed method by Moore & Garg Revised NIOSH Lifting Equation Snook “Push/Pull Tables” Rapid Upper Limb Assessment (RULA) Rapid Entire Body Assessment (REBA) ACGIH Hand/Arm Vibration TLV

Appendix D is Ergonomics “No Man’s Land” GM-UAW Risk Factor Checklist Washington State App. B Criteria for Analyzing and Reducing WMSD Hazards VDT Workstation Checklist

MSD Signs “... objective, physical findings that an employee may be developing an MSD.” –Decreased range of motion –Deformity –Decreased grip strength –Loss of muscle functions

MSD Symptoms –Pain* –Numbness –Tingling –Burning –Cramping –Stiffness * “MDS symptoms do not include discomfort.” “... physical indications that an employee may be developing an MSD.”

An MSD Incident When the MSD is: –work-related AND –requires days away from work, restricted work, or medical treatment beyond first aidOR When MSD signs/symptoms are: –work-related AND –last for 7 or more days after the employee reports them to employer

New “Action Trigger” Approach 1. Employee reports MSD or MSD Signs/Symptoms 2.Employer determines whether reported MSD is an “MSD incident” 3.IF MSD Incident has occurred AND the employee’s job “routinely involves, on one or more days a week, exposure to one or more relevant risk factors” in the Basic Screening Tool (Table W-1) 4.THEN employer must use Quick Fix or develop and implement an ergonomics program