Reduction in
Musculoskeletal Disorders –
A Management Perspective
Dan Ortiz – Principal Research Scientist
Paul Schlumper – Principal Research Engineer
Damon Nix – Research Engineer
Georgia Tech Research Institute
Safety and Health Consultation Program
www.oshainfo.gatech.edu
Engineering and Ergonomic Methods
Define the Problem
 Measure the Severity
 Analyze the Problem
 Improvement Options: Generate, Evaluate, and

Specify

Controlled Implementation of Preferred Solution

Sustain
Workplace Indicators
Performance deterioration
 Quality problems
 Absenteeism/turnover
 OSHA Logs and WC Reports
 Complaints of fatigue and discomfort

Benefits of Ergonomic
Interventions
• Decreased injury risk
• Increased productivity
• Decreased
mistakes/rework
• Increased efficiency
• Decreased lost
work days
• Decreased turnover
• Improved morale
Define the Problem: Musculoskeletal Disorders
2008
Musculoskeletal disorders (MSDs), often referred to as ergonomic injuries,
accounted for 29 percent of all workplace injuries and illnesses
Ergonomics and WMSD Costs
MSDs Cost Twice the Average Workers’ Compensation Claim
0
2000
4000
6000
8000
10000
MSDs of the Back
Upper Extremity
MSDs
Average Claim
Average Costs per Claim ($)
Source: Workers’ Compensation data from Insurance Companies 1993
Work Factors and Musculoskeletal Disorders
Ergonomic Hazards (Risk
Factors)
Awkward working postures
 Static postures
 Forceful exertions
 Repetitive movements
 Pace of work
 Point pressures
 Temperature extremes
 Vibration

Measurement of the Problem

OSHA Form 300
 Total
Recordable and DART Rates related to
Musculoskeletal disorders
Checklists
 Observations
 Interviews

Analyze The Problem

Numerous Analysis Tools include:
 Job
Hazard Analysis
 Checklists
 Observations
Improvement and Control
Control Techniques
 Engineering
Controls
 Work Practices
 Administrative Controls
 Personal Protective Equipment
Ergonomics
Control Techniques

Engineering
Controls




Work station design
Work methods
Tool design
Reducing or
spreading force
Obtaining better
mechanical
advantage
Ergonomics
Control Techniques
 Task
Work Practices
Enlargement
 Work
techniques
 Conditioning
Ergonomics
Control Techniques


Administrative
Controls
Job rotation
Maintenance of
equipment &
environment

Rest breaks

Increase number of
employees
Physical conditioning
Relief personnel
Medical management

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How Can We Increase
Awareness?

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Association – Make it personal
Organization – Good program!
Concentration – Focus on task
Reminders – toolbox meetings, etc.
Observations
Co-Workers – Buddy System, observations
Control and Sustain

Implement a Comprehensive Management
System vs. Minimal Program
Ergonomics
Program Elements
Management commitment & employee
participation
 Hazard information and reporting
 Job hazard analysis
 Hazard prevention & control
 Medical management
 Training
 Program evaluation

Minimal Program vs. Management System
Minimal Program



Keep 300 Form
General Ergonomics Training
Medical Management Program –
Deal with injuries when they
become really bad!
Management System



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Strong Management Commitment
and Employee Involvement
Job Hazard Analyses done for
each activity where employees at
risk
Other Worksite Analysis activities
such as checklists, observations,
interviews
Thorough medical management
program. Conservative treatment
where possible
Training thorough and re-visited
each year. Employees “believe” in
ergonomics, part of culture
Continuous Improvement
(ISO 14001 or OHSAS 18001)

Plan





Do


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
Periodic analyses
Observations
Act




Daily Activities
Oversight and Control Functions (Inspections, observations, reminders, etc.)
Check


Policies
Job Hazard Analysis
Written Procedures – Specific, clear, easy to understand
Training - Effective
Refresher Training and New Employee Training
Modify Procedures
New Jobs – Job Hazard Analyses
Go back to Plan
Six Sigma-Quality Focus
Define
 Measure
 Analyze
 Improve
 Control
 Sustain

Lean (ANSI B11.TR7-2007)
Setting Limits
 Identify Tasks
 Assessing Waste
 Reducing Waste
 Verifying
 Finishing

Georgia Tech Strategy
Identify team
 Identify problem jobs
 Survey
 Develop plan of action
 Prioritize activities
 Conduct training
 Develop implementation
 Measure results

What is your culture?
How do folks do things when management
is not around?
 Why do they do it that way?
 What factors are present that make them
do it that way? (e.g. time pressure, other
incentives, etc.)

Dan Petersen
“Safety should be managed like any other
company function. Management should
direct the safety effort by setting
achievable goals and by planning,
organizing, and controlling to achieve
them.”
 “The key to effective line safety
performance is management procedures
that fix accountability.”
