Ergonomics Developing An Effective Process

1. ErgonomicsDeveloping An Effective Process

2. 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.

3. Process Natural Benefit driven Interdependent Dynamic Participatory On-going Program Contrived Mandate driven Independent Static Controlled Implied ending Process versus Program

4. What characteristics help to make a process effective?

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

6. Lets Play ERGOMANIA

7. Choose The Best Answer To The Following Questions

8. 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. ERGOMANIA

9. 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. ERGOMANIA

10. 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. ERGOMANIA

11. 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. ERGOMANIA

12. 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 ERGOMANIA

13. 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 ERGOMANIA

14. 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 ERGOMANIA

15. 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 ERGOMANIA

16. 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. ERGOMANIA

17. 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. ERGOMANIA

18. CTD stands for: • A) Carpal Tunnel Disease • B) Cumulative Trauma Disorder • C) Completely and Totally Disabled • D) Call The Doctor ERGOMANIA

19. CTD stands for: • A) Carpal Tunnel Disease • B) Cumulative Trauma Disorder • C) Completely and Totally Disabled • D) Call The Doctor ERGOMANIA

20. 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 ERGOMANIA

21. 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 ERGOMANIA

22. 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 ERGOMANIA

23. 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 ERGOMANIA

24. 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 ERGOMANIA

25. 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 ERGOMANIA

26. 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 ERGOMANIA

27. 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 ERGOMANIA

28. 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. ERGOMANIA

29. 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. ERGOMANIA

30. 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 ERGOMANIA

31. 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 ERGOMANIA

32. 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 ERGOMANIA

33. 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 ERGOMANIA

34. 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 ERGOMANIA

35. 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 ERGOMANIA

36. Ergonomics Process Flow Chart

37. 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

38. 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

39. 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.

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

41. Group Activity

42. 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

43. Resources and Support needed from Top Management

44. 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

45. 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

46. 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.

47. Bottom Line • Top Management needs cost benefit information before they can support an Ergonomics Process.

48. Cost And Benefits Associated With An Ergonomics Process

49. Process Costs Project Costs Costs of Developing an Ergonomics Process

50. 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 Costs of Developing an Ergonomics Process