1. Vern Anderson, Ph.D., Coordinator Retail Trades Occupational Health CDC/NIOSH Mike Leiner Manager Store Safety Target Corporation Successful Applications of Ergonomic Principles to Loss Prevention

2. Two Acknowledgments for Leadership in Safety 1. RILA recently signed a “Letter of Agreement” with the “Centers for Disease Control & Prevention” (CDC) and its Occupational Safety and Health Program CDC/NIOSH). 2. The Loss Prevention Foundation (LPF), known for its Certification and Training for Loss Prevention also signed a “Letter of Agreement” with (CDC/NIOSH). The purpose of both of these Letters of Agreement was to acknowledge the importance of workplace safety and to provide information on safety and health to their membership. In addition, the resources of CDC/NIOSH are committed to these same goals.

3. Ergonomic is good business! Take Away Message Correlates with business success Adds value- provides competitive edge –Quality, efficiency, profitability –Controls costs (direct and indirect) It’s the right thing to do Protection of our most valuable resource: employees! But, we can do more to protect our employees/customers.

4. Purpose of our Presentations. We will show through examples how applying ergonomic principles can: - improve productivity -reduce loss of property -reduce loss of work time from preventable accidents

5. What you may not know about ergonomics. Why be concerned about MMH injuries? Examples of Good Work Practices Example of Ergonomic Solutions Costs and Loss Prevention Goals Matching Solutions to Problems Presentation Outline

6. Safety Activities: Phases (IAS) –Investigate –collect information –Analyze- assess and plan –Solve- develop solutions: Training: Takes time, re-training needed Administrative: Management decisions Engineering: i.e., Ergonomic solutions Safety and Ergonomics

7. Ergonomic Solutions ??????

8. . Ergonomics is an engineering science to improve work efficiency Ergonomics is about prevention through design. What you may not know about ergonomics.

9. Ergonomics is about adapting work to fit your workforce: big or small* Ergonomics is about how workers do their job and use tools (Logistics) What you may not know about ergonomics

10. Put aside the notion that workplace ergonomics is only about injuries Ergonomics makes good business sense: Healthy people work better Sick people perform poorly Ergonomics : Some Facts

11. Why Address Manual Material Handling?

12. Some Facts to Consider: (Retail/Wholesale) Affects 8-10% of workers yearly Accounts for 21-36% of workplace injuries Responsible for 33% -60% of workplace injuries costs Because Lifting Injuries are important

13. They represent the biggest single contributor to worker injury in the United States In short : Lifting Related Injuries...and the application of good ergonomic design and good work practices can substantially reduce those incidences.

14. Problem: Stocking shelves or a gymnast We can do better

15. Another Tough Lift: Unloading Boxes We can do better

16. Problem: All to Common We can do better

17. What are our Solutions? Manual Materials Handling Jobs Various Solutions: Good Work Practices “Soft Ergonomics” Engineering Changes “Hard Ergonomics”

18. Training and Administrative Employees capabilities and Job Demands Good Work Practices

19. Training and Administrative Good Work Practice

20. Training and Administrative Good Work Practices

21. Ergonomic Study Examples

22. More Ergonomic Study Example

23. Ergonomic Study Example Height Adjusted Pallet Jack Used a Height Adjustable Pallet Jack to elevate low boxes on pallet (bottom 1 / 3 ) to waist level when stocking on store floor, thereby reducing back bending & compressive forces on spine when cutting boxes open and lifting from pallets. BEFORE AFTER

24. Okay, so not everybody gets excited about ergonomics

25. Tested a spring-loaded customized self-leveling cart to reduce the bending and stooping required to load/unload flat-bed carts and the forces on the back /spine Ergonomic Study Example Self-Leveling Cart Deli/Bakery

26. Ergonomic Study Example: Results BEFOREAFTER Strong positive usability feedback and highly recommended (2 associates) Back, Shoulder, & Knee discomfort ↓dropped ≥ 30% (2 associates) Productivity ↑increased 1.9% (delivery time) = 5.3 min. savings/day Spring Self leveling cart : Deli/Bakery

27. Ergonomic Results Example: Deli Bakery BEFOREAFTER Also Positive usability feedback and recommended (1 associate) Reported Low Back discomfort ↓ 29% (1 associate) Productivity ↑ 9.2% (transport time) = 6.2 min. savings/day (1 associate) Tested Battery powered adjustable cart to reduce carrying & Lifting

28. Findings from Ergonomic Studies Adjustable carts allowed products to be placed at waist level –Reduced -bending down to floor level –More workers were able to do this job –Did not affect productivity Workers liked the cart –Reported less back fatigue –Easy to use - felt to be more productive –Liked cart maneuverability

29. Sprains/strains–muscles, ligaments, tendons Chronic pain affecting joints Disc injuries of the back or neck Compression of peripheral nerves Soft tissues disorders bruises Compression of blood circulation Injuries from Manual Lifting Tasks 29

30. What you don’t want. Median number of lost work days –5 days for all workers with any injury –25 days for workers with MSDs Average cost per injury –$1,100 for all other cases –$10,800 for an MSD MSDs tend to have –Longer durations –Longer treatment time –Greater work disability Musculoskeletal Disorders 30

31. Accident Costs 1% Profit 2% Profit 3% Profit $ 1,000$ 100,000$ 50,000$ 33,000 $ 5,000 500,000 250,000 167,000 $ 10,000 1,000,000 500,000 333,000 $ 25,000 2,500,0001,250,000 833,000 $100,000 10,000,0005,000,0003,333,000 SALES TO COVER COSTS* It is necessary to sell an additional $250,000 in products or services to pay the cost of $5,000 annual losses * $ 5,000 $250,000

32. 32 EliminationPreventionControl LOSS TARGET: Reduce Injury/illness frequency Use Ergonomics to focus on controlling what precedes the loss Loss Prevention is Goal #1

33. 33 Medical Mgmt Claims Mgmt. Policy Structure/ Funding LOSS TARGET: Reduce Injury/illness severity Use Administrative resources for controlling what follows the loss Loss Reduction is Goal #2

34. 34 EliminationPreventionControl Medical Mgmt Claims Mgmt. Policy Structure/ Funding LOSS Reduce Injury/illness severity with AdministrativeResources  Reduce Injury/illness frequency With Ergonomics Effective Program: Goal Integration

35. 35 Use ALL Your Metrics Use ALL Your Metrics EliminationPrevention Control Medical Claims Mgmt. FundingLOSS LOSS REDUCTION Past Loss measures of INCIDENCE / CAUSE TCIR, DART WC Case Rate MSD Case Rate Past Loss measures of SEVERITY/ COST Experience Modification rating # Days away from work Cost per man-hour % cost due to cases > $20K Reporting Delay Loss Prevention

36. A New Research Initiative36 CDC Campaign to Assist Businesses Maintain A Healthy Workforce in the Retail/Wholesale Trades Focus on Manual Materials Handling: “We can and need to do better!”

37. NIOSH/UC Sponsored Purpose: Manual Materials Handling Workshop “Matching Solutions to Problems ” October 11-12, 2011 Hyatt Regency, Cincinnati, Ohio Participants: Practitioners/researchers Industry/safety/loss prevention representatives Manufacturers/vendors of MMH equipment Contact: Vern Putz Anderson, NIOSH vep1@cdc.govvep1@cdc.gov, 513-533-8319 Purpose: Develop engineering solutions for high risk manual materials handling (MMH) jobs in Retail, Wholesale, and Warehousing (RWW) Industries37

38. Questions??

39. Next up: Mike Leiner Manager Store Safety: Target Corporation

40. Ergonomics Designing Jobs to Fit Your Workforce Person’s Capacities The Task Load Effort Energy The task demands exceed the person’s (workforce) capacities Risk of overexertion injuries Turnover

41. Ergonomics Designing Jobs to Fit Your Workforce Fulcrum Person’s Capacity Load The Task Loss productivity - workers not challenged Boredom Turnover

42. Ergonomics: Achieving Balance Fulcrum Optimal work conditions Optimal Productivity Low Risk Effort Energy Load Person’s Capacity The Task

43. Balancing Capacity with the Task Employees capabilities and Job Demands People and Work Tasks

44. Good Work Practices

45. Identifying Risk Factors

46. Achieving Balance

47. Good Work Practices

49. Introducing Equipment to Maintain Balance

50. Balancing Capacity with Productivity

51. Questions??