1. Ergonomics

2. THE ERGONOMIC PROCESS What are two approaches to ergonomics?  Pro-active intervention (NIOSH Model)  Reactive intervention

3. ERGONOMICS What is ergonomics?  The study of work and the science of designing the job, machine, or process to fit the worker.

4. THE ERGONOMIC PROCESS What are the approaches to controlling musculoskeletal disorders?  Proactive  Reactive What is the ergonomics rule that congress passed?  29 CFR 1910.900

5. THE ERGONOMIC PROCESS Where is the simple proactive approach to the ergonomic process derived from?  The National Institute for Occupational Safety and Health (NIOSH).

6. NIOSH ERGONOMIC PROCESS What does NIOSH look for when evaluating this process?  For signs of work related musculoskeletal disorders  Management's commitment to solve problems  General and specialized training  Collecting and assessing data and information

7. NIOSH ERGONOMIC PROCESS What is NIOSH’s responsibilities in this process?  Developing and evaluating control strategies  Health care management  Creating a pro-active ergonomic program  Follow-up, follow-up, follow-up

8. A Reactive Approach Give an example of steps to follow in the 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

9. GAIN MANAGEMENT's COMMITMENT What are the management’s obligations in this process?  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 ergonomic evaluation and controls.

10. TALK TO EMPLOYEES How do you gather information from employees?  Employees may not talk to management representatives.  Try to locate someone who is neutral or is very well accepted by both hourly workers and management.  Trust is the key issue.

11. 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.

12. ADJUST SELECTED PROCESSES What is suggested for 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.

13. TRAIN EMPLOYEES What are the training requirements?  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.  Encourage employees to participate.

14. TRAIN MANAGERS SEPARATELY What are the management training requirements?  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 $$$$$.

15. TRAIN MANAGERS What are some suggestions on how to 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.

16. MODIFY THE REST OF THE PROCESS What are some other changes that will help the ergonomic process?  Modify the tasks.  Modify the process.  Modify the machine.  Modify the workload.  Modify the workstation.  Modify the worker attitude  Modify the work environment.

17. Review & Repeat List the additional steps that should be taken to ensure the process is working?  Follow up  Review the progress frequently  Make adjustments as necessary  Repeat the process often  Repeat