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2 Ergonomics

3 THE ERGONOMIC PROCESS There are two approaches to ergonomics:  Pro-active intervention (NIOSH Model)  Reactive intervention

4 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.

5 ERGONOMICS There are several approaches to controlling musculoskeletal disorders (MSD).  Proactive  Reactive Congress would like to pass an ergonomics rule.

6 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).  page.htmlhttp:// page.html

7 NIOSH ERGONOMIC PROCESS Looking for signs of work-related musculoskeletal disorders.  Looking at the 300 Log  Looking at job or work conditions  Job Hazard Analysis  Trade publications  Increasing "line" speed or increase productivity

8 NIOSH ERGONOMIC PROCESS Management's commitment to solve problems.  Policy Statements  Ergonomics meetings  Resource commitment  Goal setting to reduce injuries  Information on ergonomics  Evaluation tools

9 NIOSH ERGONOMIC PROCESS General and specialized training  Awareness training  Identify symptoms  Risk factors  Reporting procedures  Job Hazard Analysis (JHA)  Problem solving

10 NIOSH ERGONOMIC PROCESS Collecting and assessing data and information.  Follow up on paperwork  Review 300 Log  Conduct symptom surveys  Medical exams  Screening for risk factors

11 NIOSH ERGONOMIC PROCESS Developing and evaluating control strategies.  Engineering Controls  Remove by design  Administrative Controls  Work practices  Personal Protective Equipment (PPE)  Does it work  Note: This is based on NIOSH's Ergonomics Philosophy.

12 NIOSH ERGONOMIC PROCESS Health care management  Employer Responsibilities  Encourage early evaluation  Employee Responsibilities  Participate in health care  Job Issues  Job placement  Early reporting  Note: This is based on NIOSH's Ergonomics Philosophy.

13 NIOSH ERGONOMIC PROCESS Creating a pro-active ergonomic program.  Prevention  Policy  Decision making  Design  Note: This is based on NIOSH's Ergonomics Philosophy.

14 NIOSH ERGONOMIC PROCESS Follow-up, follow-up, follow-up  An 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.

15 REACTIVE If it hurts, there is something wrong. If it hurts, do something about it. If it hurts, contact your supervisor.

16 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 and ask for help

17 A Reactive Approach There are many different approaches. The following is just a starting point:

18 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

19 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.

20 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.

21 TALK TO EMPLOYEES Gather information  Employees 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.

22 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.

23 Managers do not run the machine or process for 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

24 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.

25 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.

26 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.

27 TRAIN EMPLOYEES Encourage employees to participate. 80% of the “fixes” to the processes or equipment will come from the employees.

28 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.

29 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 $$$$$.

30 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.

31 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.

32 Review & Repeat Follow-up Review the progress frequently Make adjustments as necessary Repeat the process often Repeat

33 Follow Up If it does not work the first time, Try Again!