Course 202
ERGONOMICS
PROGRAM
MANAGEMENT
For Training Purposes Only
© OSTN Introduction to Ergonomics Program Management
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Welcome
Proactive ergonomics emphasize efforts at the design stage of work processes to recognize the
hazardous conditions and unsafe behaviors that may lead to musculoskeletal disorders (MSDs). The
goal is to design operations that ensure proper selection and use of tools, job methods, workstation
layouts, and materials that impose no undue stress and strain on the worker. Ergonomics programs
should not be regarded as separate from those intended to address other workplace hazards. Aspects
of hazard identification, case documentation, assessment of control options, and health care
management techniques that are used to address ergonomic problems use the same approaches
directed toward other workplace risks of injury or disease. Although many of the technical
approaches described in this course are specific to ergonomic risk factors and MSDs, the core
principles are the same as efforts to control other workplace hazards.
This presentation will help you and your safety staff develop an effective ergonomics program for
your company. The benefits to your organization’s corporate culture will be significant and long
term.
As with any learning experience, the more involved you are, the more you’ll get out of the material.
So, raise your hand...offer your opinion, ideas, feelings...speak your mind!
Workshop goal:
Identify the primary components of an effective ergonomics program.
©
2000-2006 OSTN. All rights reserved.
This material, or any other material used to inform employers of compliance requirements of OSHA standards through simplification of the
regulations should not be considered a substitute for any provisions of the Occupational Safety and Health Act of 1970 or for any standards
issued by OSHA. The information in this publication is intended for training purposes only.
© OSTN Introduction to Ergonomics Program Management
For Training Purposes Only
The Safety Management System
“Every system is designed perfectly to produce what it’s producing”
Inputs - Resources from other systems
Tools
Facilities
Equipment
People
Machinery
Time
Materials
Money
Processes - Using available resources
Planning and designing safety plans
Leading and managing
Educating and training
Identifying, measuring, and analyzing data
Recognizing and rewarding desired performance
Suggesting, and recommending improvements
Participating in safety committees, teams, projects
Correcting hazards
Improving system weaknesses
Evaluating conditions, behaviors, systems, results
The Seven Elements
1. Management Commitment
2. Accountability
3. Employee Involvement
4. Hazard Identification/Control
5. Incident/Accident Investigation
6. Education and Training
7. Periodic Evaluation
Outputs - Conditions, Behaviors, Results
Safe/Unsafe conditions
Many/Few accidents
High/Low morale, trust
Safe/Unsafe behaviors
High/Low costs/savings
High/Low productivity
What might be the result if an ergonomics plan is poorly written?
_______________________________________________________________
_______________________________________________________________
Where do we look for clues that the ergonomics program design and/or
implementation are flawed?
_______________________________________________________________
_______________________________________________________________
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What does a successful ergonomics program look like?
The plan should address a core set of elements.
• Management commitment
• Identification of problem jobs
• Training and education for employees
• Evaluation of the program
• Employee involvement
• Solutions (controls) for problem jobs
• Appropriate medical management
Although most ergonomics programs display each of these elements, there is often significant variety
in how they are implemented.
Implementation strategies vary due to:
• The facilities’ industries and product line,
• Corporate culture, and
• Experiences during the programs’ evolution.
The processes used to identify and control problem jobs in successful ergonomics
programs were typically:
• Informal and simple
• Generally involved a lower level of effort
• Did not typically require significant investment or resources and did not drastically change the
job or operation.
Successful ergonomics programs yield real long-term benefits, including:
• Reductions in workers’ compensation costs associated with MSDs.
• Reductions in overall injuries and illnesses.
• Reductions in the number of days injured employees were out of work, however, the number of
restricted workdays may increase as a result of an increased emphasis on bringing employees
back to work.
• Improved worker morale, productivity, and product quality.
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Element 1: TOP MANAGEMENT COMMITMENT
Attributes of “Proactive Ergonomics”
Essential considerations
An effective ergonomics program requires tough-caring leadership, diligent management, and sound
engineering. Ergonomics issues should be identified and resolved in well-planned responsive
process. In addition, general knowledge of ergonomic principles, learned from an ongoing
ergonomics program, can be used to build a more proactive (prevention-oriented) approach.
I. “Tough-caring” Safety Leadership
Tough-caring leaders are tough precisely because they care about the welfare of their employees.
Management commitment and employee involvement in the planning activity are essential. For
example, management can set policy to require ergonomic considerations for any equipment to be
purchased, and production employees can offer ideas on the basis of their past experiences for
alleviating potential problems.
How does management demonstrate leadership in ergonomics?
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
What is the test for commitment?
T ______________________________________
M ______________________________________
C ______________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
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II. Supportive cultural values
W. Edwards Deming has stated that the first priority in developing a successful corporate (safety)
culture is to eliminate fear in the workplace. With that important principle in mind, assuring
employees feel comfortable reporting symptoms of physical stress as early as possible must be a key
element of a successful ergonomics program.
What must we do to assure employees feel comfortable reporting
symptoms?
________________________________________________________________________
________________________________________________________________________
How does early reporting benefit the employee and the company?
________________________________________________________________________
________________________________________________________________________
II. Diligent safety management
Developing and implementing an ergonomics program is only half the battle. To be effective, the
program must be effectively managed every day.
Who might be best suited to “work” the ergonomics program daily?
_________________________________________________________________________________
_________________________________________________________________________________
Who might best monitor, evaluate and improve the program?
_________________________________________________________________________________
_________________________________________________________________________________
IV. Sound safety engineering
Planners of new work processes involved in the design of job tasks, equipment, and workplace
layout, must become more aware of ergonomic factors and principles.
Why are engineering controls desired over work practice or
administrative controls?
_______________________________________________________________
_________________________________________________________________________________
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What are the consequences of an accident?
Direct Insured Costs
1.Workers’ compensation premiums
2. Some medical expenses
“Just the tip of the iceberg”
Indirect - Uninsured, hidden Costs - Out of pocket
1. Time lost from work by injured employee.
2. Lost time by fellow employees.
3. Loss of efficiency due to break-up of crew.
4. Lost time by supervisor.
5. Training costs for new/replacement workers.
6. Damage to tools and equipment.
7. Time damaged equipment is out of service.
8. Loss of production for remainder of the day.
9. Damage from accident: fire, water, chemical, explosives, etc.
10. Failure to fill orders/meet deadlines.
11. Overhead costs while work was disrupted.
12. Other miscellaneous costs (over 100 other items may impact the employer).
13. Others? ____________________________________________
14. ___________________________________________________
15. ___________________________________________________
Unknown Costs -
© OSTN Introduction to Ergonomics Program Management
1. Human Tragedy
2. Morale
3. Reputation
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$ A F E T Y P A Y S ! OSHA Advisor @ www.osha.gov
Estimated Costs of Ergonomics Injuries and Estimated Impact on a Company's
Profitability
Report for Year: 2000
Employer: Ergonot Inc.
Prepared by: I. B. Safe, Safety Coordinator, on January 28, 2000
The injury or illness selected:
Strain
Average Direct Cost:
Average Indirect Cost:
Estimated Total Cost:
The net profit margin for this company is
The ADDITIONAL sales necessary
- to cover Indirect Costs are:
- to cover Total Costs are:
The injury or illness selected:
$178,350
$326,975
Carpal Tunnel Syndrome
Average Direct Cost:
Average Indirect Cost:
Estimated Total Cost:
The net profit margin for this company is
The ADDITIONAL sales necessary
- to cover Indirect Costs are:
- to cover Total Costs are:
The injury or illness selected:
$5,945
$7,134
$13,079
4%
$AFETY PAYS is a tool developed
by OSHA to assist employers in
assessing the impact of occupational
injuries and illnesses on their
profitability. It uses a company's
profit margin, the AVERAGE costs
of an injury or illness, and an indirect
cost multiplier to project the amount
of sales a company would need to
generate in order to cover those costs.
Since AVERAGES are used, the
actual costs may be higher or lower.
Costs used here do not reflect the
pain and suffering of injuries and
illnesses.
The cost of injury and illness data
were provided to OSHA by Argonaut
Insurance Company and based on
53,000 claims for 1992-94.
$8,305
$9,966
$18,271
4%
$249,150
$456,775
Other Cumulative Trauma
Average Direct Cost:
Average Indirect Cost:
Estimated Total Cost:
The net profit margin for this company is
The ADDITIONAL sales necessary
- to cover Indirect Costs are:
- to cover Total Costs are:
$9,667
$11,600
$21,267
4%
$290,000
$531,675
The TOTAL ADDITIONAL SALES required by these 3 incidents is estimated to be
between:
$717,500 and $1,315,425
The extent to which the employer ultimately pays the direct costs depends on the nature of the
employer's workers‘ compensation insurance policy. The employer always pays the indirect costs.
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2. Labor & Management Accountability
An effective ergonomics program depends on accountability just like any other program. Without a
culture of consequences, an ergonomics program is not likely to succeed. Let's take a look at the six
basic elements of an effective accountability system.
Six essential elements of an effective accountability system
1. Established formal standards of behavior and performance.
• Programs, Policies, Plans, Processes, Procedures, Practices (the Six P's)
2. Resources provided to meet those standards.
• Physical = tools, equipment, materials, workstations, facilities
• Psychosocial = education, training, scheduling, culture
3. An effective system of measurement.
• Recording/tracking employee behaviors
• Performance appraisals
4. Application of effective consequences.
• Soon - certain - significant - sincere
• Must change behavior in the desired behavior
5. Appropriate application of consequences.
• Justified - fair, consistent, goal is to help not hurt
• Considered only after obligations have been met
6. Continual evaluation of the system.
• Analysis/evaluation headed up by Safety committee, safety coordinator
• Improvements headed up by line management
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Management/Employee Accountability
Managers and employees are responsible and accountable for key behaviors and performance.
Manager
Employee
When is a supervisor justified in disciplining for substandard behavior?
Before you finger of blame, ask the following questions:
provided leadership by complying myself
Have I _______________________________________________?
provided resources for a safety and healthful workplace
Have I _______________________________________________?
provided effective safety education and training
Have I _______________________________________________?
provided adequate supervision
Have I _______________________________________________?
provided positive and negative consequences
Have I _______________________________________________?
Management must fulfill its own accountabilities FIRST!
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XYZ Incorporated Ergonomics Program Responsibilities
Injured Employee
• Report symptoms immediately to the Occupational Health Nurse (OHN) and your Supervisor.
• Follow all OHN and Physician treatment and any written instructions.
• Attend all appointments with OHN, Physician, Physical Therapist, and person performing
Ergonomics Evaluation.
• Notify OH or Physician if pain does not subside.
• Own behaving safely in the workplace.
Supervisor
• Complete factory SAR/SIR reports according to factory guidelines.
• Follow up with Employee, OHN, and ergonomist in case management meetings as needed.
• Ensure that Employee attends all OH Nurse, Physician, Physical Therapy and Ergonomics
Evaluation appointments.
• Communicate clearly that adhering to treatment is a top priority.
• Follow up with Employee regarding injury I illness for 3 months minimum or as needed. One
follow up per month is a minimum recommendation.
• Ensure that all employees in the area are aware of risk factors that could lead to injury I illness.
• Roll model safe behaviors
Occupational Health Nurse (OHN)
• Treat injured employees according to CTD Medical Management Guidelines and I or Medical
Directive.
• Determine the classification & recordability of injuries.
• Coordinate communication of changes in treatment and instructions to employee and
management.
• Follow up with ergonomist as needed.
• Share Ergonomics Evaluation and Supervisor Report with physician.
Ergonomics Engineer
• Follow up as needed with the injured employee, supervisor, OH Nurse, and Safety Engineering.
• Document and communicate any needed workplace or procedural fixes and ensure that a
roadmap with owners is established.
Physician
• Diagnose injury/illness and assess work relationship.
• Prescribe treatment as needed for employee recovery.
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3. Employee Involvement
Ergonomic problems typically require a response that cuts across a number of organizational units.
Hazard identification through job task analyses and review of injury records or symptom surveys, as
well as the development and implementation of control measures, may require input from a number
of groups and departments.
How can each of the following help ensure an effective ergonomics
program?
Safety Staff
________________________________________________________
Engineering
________________________________________________________
HR
________________________________________________________
Maintenance
________________________________________________________
Supervisors
________________________________________________________
Management
________________________________________________________
Ergonomists
________________________________________________________
HCP
________________________________________________________
Why is it important for employers to encourage employees to report symptoms and
signs of MSDs early?
________________________________________________________________________
________________________________________________________________________
What message does management send to employees when it sets up conflicting
pressures between working safely and production?
_________________________________________________________________________
_________________________________________________________________________
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Three categories of consequences
Positive reinforcement - Must always increase desired behavior.
•
•
•
•
•
•
Worker performs to receive the consequence
Worker may perform far beyond minimum standards
The only strategy that works to increase discretionary effort
Focus is on excellence - success based
“If you report a hazard, I will make sure you’re recognized.”
“If you prevent an injury or save money, you will be rewarded.”
Negative reinforcement - Intent is to increase desired behavior.
•
•
•
•
•
Worker performs to avoid the consequence - fear based
Worker performs to minimum standard - just enough to get by
Can work well if the focus is on compliance
“If you wear that eye protection, you won’t get injured.”
“If you comply with safety rules, you won’t be disciplined.”
Extinction - Withdrawal of positive reinforcement.
•
•
•
•
•
Worker eventually performs without expectation of consequences (other than wages)
Person is ignored - no relationship with management
Is epidemic in organizations
“It doesn’t matter how hard I work around here.”
“Apathy is rampant, but who cares.”
If people are taking shortcuts in areas such as safety and quality, the naturally
occurring positive consequences associated with doing the job with less effort
will cause the undesirable behaviors to continue.
Aubrey, C. Daniels, Bringing Out the Best in People, p. 29
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To be effective, consequences should be…
Soon - occurs immediately after the behavior/performance.
“Thanks, but I when did I go this?”
_______________________________________________________________
_______________________________________________________________
Sure - employees know (1) they will be recognized, and (2) why they’re being recognized.
“Guess I was just lucky.”
_______________________________________________________________
_______________________________________________________________
Significant - perceived as more than an entitlement.
Significance is defined by the receiver.
Recognize and possibly reward when (1) employees meet or exceed expectations, and (2) save lives
or money.
“We don’t have to recognize them…that’s what they get paid to do.”
_______________________________________________________________
_______________________________________________________________
Sincere - genuine appreciation or disapproval.
You really mean it. Motives for recognizing are
not questioned.
“Recognize in public, reprimand in private!”… Any problems with this principle?
_______________________________________________________________
_______________________________________________________________
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4. Hazard Identification & Control
Four elements in the ergonomics program support this element of the safety
and health system. Identifying risk factors, controlling risk factors,
implementing control measures, medical management. All of these processes
are critical in identifying, controlling and correct risk factors, and making
long-term improvements to system components of the ergonomics program.
Identifying risk factors
Once a decision has been made to initiate an ergonomics program, a necessary step is to gather
information to determine the scope and characteristics of the problem or potential problem.
What are some methods to gather information and analyze ergonomics
hazards in your workplace?
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________
Some signs of potential risk factors and problem jobs.
• OSHA 300 logs or workers compensation claims show cases of MSDs such as carpal
tunnel syndrome, tendinitis, tenosynovitis, epicondylitis, and low back pain. Sometimes these
records contain nonspecific entries like "hand pain," which may be an indicator of a significant
health problem if severe or persistent.
• Certain jobs or work conditions cause worker complaints of undue strain, localized fatigue,
discomfort, or pain that does not go away after overnight rest.
• Workers visiting the clinic make frequent references to physical aches and pains
related to certain types of work assignments.
• Job tasks involve at risk activities such as repetitive and forceful exertions; frequent, heavy,
or overhead lifts; awkward work positions; or use of vibrating equipment.
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Other sources that could alert employers to potential problems include the
following:
• Trade publications, insurer newsletters, or references in popular literature indicating risks of
MSDs
• Cases of MSDs found among competitors or in similar businesses
• Proposals for increasing line speed, retooling, or modifying jobs to increase individual worker
output and overall productivity
Following up on Worker Reports
Criteria for an effective reporting system include:
• Identification of at least one person to receive and respond to employee reports, and to take
the action this standard requires.
• Prompt response to employee reports of MSD signs or symptoms.
Screening for Risk Factors
Screening jobs for physical and psychological risk factors is very proactive, and should involve one
or more of the following:
• Walk-through observational surveys of the work facilities to detect obvious risk factors
• Interviews with workers and supervisors to obtain the above information and other data not
apparent in walk-through observations, such as time and workload pressures, length of rest
breaks, etc.
• Checklists for scoring job features against a list of risk factors.
Physical risk factors include:
Awkward postures
Duration of exposure
Vibration
Forceful exertions
Frequency of exposure
Other conditions
© OSTN Introduction to Ergonomics Program Management
Repetitive motions
Contact stresses
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Physical Risk factors
Awkward postures. Body postures determine which joints and muscles are used in an activity
and the amount of force or stresses that are generated or tolerated. For example, more stress is placed
on the spinal discs when lifting, lowering, or handling objects with the back bent or twisted,
compared with when the back is straight. Manipulative or other tasks requiring repeated or sustained
bending or twisting of the wrists, knees, hips, or shoulders also impose increased stresses on these
joints. Activities requiring frequent or prolonged work over shoulder height can be particularly
stressful.
Forceful exertions (including lifting, pushing, and pulling). Tasks that require forceful
exertions place higher loads on the muscles, tendons, ligaments, and joints. Increasing force means
increasing body demands such as greater muscle exertion along with other physiological changes
necessary to sustain an increased effort. Prolonged or recurrent experiences of this type can give rise
to not only feelings of fatigue but may also lead to musculoskeletal problems when there is
inadequate time for rest or recovery. Force requirements may increase with:
• increased weight of a load handled or lifted,
• increased bulkiness of the load handled or lifted,
• use of an awkward posture,
• the speeding up of movements,
• increased slipperiness of the objects handled (requiring increased grip force),
• the presence of vibration (e.g., localized vibration from power handtools leads to use of an
increased grip force),
• forceful pinch grip compared with gripping the object with your whole hand), and
• use of small or narrow tool handles that lessen grip capacity.
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Repetitive motions. If motions are repeated frequently (e.g., every few seconds) and for prolonged
periods such as an 8-hour shift, fatigue and muscle-tendon strain can accumulate. Tendons and muscles
can often recover from the effects of stretching or forceful exertions if sufficient time is allotted between
exertions. Effects of repetitive motions from performing the same work activities are increased when
awkward postures and forceful exertions are involved. Repetitive actions as a risk factor can also depend
on the body area and specific act being performed.
Duration. Duration refers to the amount of time a person is continually
exposed to a risk factor. Job tasks that require use of the same muscles or
motions for long durations increase the likelihood of both localized and
general fatigue. In general, the longer the period of continuous work (e.g.,
tasks requiring sustained muscle contraction), the longer the recovery or
rest time required.
Frequency. Frequency refers to how many times a person repeats a
given exertion within a given period of time. Of course, the more often
the exertion is repeated, the greater the speed of movement of the body
part being exerted. Also, recovery time decreases the more frequently an
exertion is completed. And, as with duration, this increases the likelihood
of both localized and general fatigue.
Contact stresses. Repeated or continuous contact with hard or sharp objects such as non-rounded
desk edges or unpadded, narrow tool handles may create pressure over one area of the body (e.g., the
forearm or sides of the fingers) that can inhibit nerve function and blood flow.
Vibration. Exposure to local vibration occurs when a specific part of the
body comes in contact with a vibrating object, such as a power handtool.
Exposure to whole-body vibration can occur while standing or sitting in
vibrating environments or objects, such as when operating heavy-duty
vehicles or large machinery.
Other conditions. Workplace conditions that can influence the
presence and magnitude of the risk factors for MSDs can include:
• cold temperatures,
• insufficient pauses and rest breaks for recovery,
• machine paced work, and
• unfamiliar or unaccustomed work
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Psychosocial Risk Factors
In addition to the above conditions, other aspects of work may not only contribute to physical stress
but psychological stress as well. As long as we believe we have adequate control over all aspects of
our job, we may experience normal (positive) stress. However, if we believe we have little control
over job demands, we may suffer from abnormal (negative) distress with accompanying ill health
and possible irrational behaviors. Under distress, the probability of an accident increases greatly.
Examples of psychosocial risk factors: :
Lack of time
Unreasonable workload
Long work shifts
Micro-management
Poor communications
Poor relationships
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
The object of the research is to determine whether these factors have a negative effect on the
musculoskeletal system. Another related area of research is to determine which personal, work, or
societal factors contribute to acute musculoskeletal disorders developing into chronic or disabling
problems.
What policies or expectations might cause distress in each of the three
areas above?
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
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Using a checklist
The checklist procedure provides the most formal and orderly procedure for screening jobs.
Numerous versions of checklists exist in ergonomics manuals. When checklist data are gathered by
persons familiar with the job, task, or processes involved, the quality of the data is generally better.
Using the checklist below, identify the general risk factors associated with the job you currently
perform. Summarize your findings in the window below the checklist.
General Ergonomic Risk Analysis Checklist
Manual Material Handling
____ Is there lifting of loads, tools, or parts?
____ Is there lowering of tools, loads, or parts?
____ Is there overhead reaching for tools, loads, or parts?
____ Is there bending at the waist to handle tools, loads, or parts?
____ Is there twisting at the waist to handle tools, loads, or parts?
Physical Energy Demands
____ Do tools and parts weigh more than 10 lb?
____ Is reaching greater than 20 in.?
____ Is bending, stooping, or squatting a primary task activity?
____ Is lifting or lowering loads a primary task activity?
____ Is walking or carrying loads a primary task activity?
____ Is stair or ladder climbing with loads a primary task activity?
____ Is pushing or pulling loads a primary task activity?
____ Is reaching overhead a primary task activity?
____ Do any of the above tasks require five or more complete work cycles to be done within a
minute?
____ Do workers complain that rest breaks and fatigue allowances are insufficient?
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Other Musculoskeletal Demands
____ Do manual jobs require frequent, repetitive motions?
____ Do work postures require frequent bending of the neck, shoulder, elbow, wrist, or finger joints?
____ For seated work, do reaches for tools and materials exceed 15 in. from the worker's position?
____ Is the worker unable to change his or her position often?
____ Does the work involve forceful, quick, or sudden motions?
____ Does the work involve shock or rapid buildup of forces?
____ Is finger-pinch gripping used?
____ Do job postures involve sustained muscle contraction of any limb?
Computer Workstation
____ Do operators use computer workstations for more than 4 hours a day?
____ Are there complaints of discomfort from those working at these stations?
____ Is the chair or desk nonadjustable?
____ Is the display monitor, keyboard, or document holder nonadjustable?
____ Does lighting cause glare or make the monitor screen hard to read?
____ Is the room temperature too hot or too cold?
____ Is there irritating vibration or noise?
Environment
____ Is the temperature too hot or too cold?
____ Are the worker's hands exposed to temperatures less than 70 degrees Fahrenheit?
____ Is the workplace poorly lit?
____ Is there glare?
____ Is there excessive noise that is annoying, distracting, or producing hearing loss?
____ Is there upper extremity or whole body vibration?
____ Is air circulation too high or too low?
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General Workplace
____ Are walkways uneven, slippery, or obstructed?
____ Is housekeeping poor?
____ Is there inadequate clearance or accessibility for performing tasks?
____ Are stairs cluttered or lacking railings?
____ Is proper footwear worn?
Tools
____ Is the handle too small or too large?
____ Does the handle shape cause the operator to bend the wrist in order to use the tool?
____ Is the tool hard to access?
____ Does the tool weigh more than 9 lb?
____ Does the tool vibrate excessively?
____ Does the tool cause excessive kickback to the operator?
____ Does the tool become too hot or too cold?
Gloves
____ Do the gloves require the worker to use more force when performing job tasks?
____ Do the gloves provide inadequate protection?
____ Do the gloves present a hazard of catch points on the tool or in the workplace?
Administration
____ Is there little worker control over the work process?
____ Is the task highly repetitive and monotonous?
____ Does the job involve critical tasks with high accountability and little or no tolerance for error?
____ Are work hours and breaks poorly organized?
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Medical Management
Company health care management strategies and policies and health care providers is an important part of
the overall ergonomics program. In general, medical management emphasizes the prevention of impairment
and disability through early detection, prompt treatment, and timely recovery. Medical management
responsibilities fall on employers, employees, and health care providers.
What effective MSD management looks like:
• Prompt response to employees with MSDs to prevent their condition from getting
worse.
It is available promptly whenever a MSD occurs at no cost to employees.
• Prompt determination whether temporary work restrictions or other measures are
necessary.
Employees are provided temporary light duty/early return to work program jobs. Provide temporary
work restrictions, where necessary, to employees with MSDs. When you have referred the employee
to a HCP, follow the temporary work restriction recommendations in the HCP's written opinion.
Make sure appropriate follow-up is provided during the recovery period. The employee should
remain on restricted duty until it is determined he or she is able to return to the job;
• Prompt access to a health care professional (HCP) for evaluation, management and
follow-up. Provide the HCP with:
 A description of the employee's job and information about the MSD hazards in it.
 A description of available work restrictions that are reasonably likely to fit the employee's
capabilities during the recovery period.
 A copy of the your company’s MSD management plan.
 Opportunities to conduct workplace walkthroughs.
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•
Prompt application of recommended HCP corrective actions to eliminate or
reduce the risk factors that cause MSDs.
 You implement measures that eliminate the MSD hazards or materially reduce them to
the extent that the job does not pose a risk of harm to the injured employee during the
recovery period.
 Obtain the HCP's written opinion so that appropriate corrective actions can be promptly
applied. It’s important to know that any findings, diagnoses or information not related
to workplace exposure to MSD hazards must remain confidential and must not be put in
the written opinion or communicated to you. To the extent permitted and required by
law, ensure employee privacy and confidentiality regarding medical conditions related
to workplace exposure to MSD hazards that are identified during the MSD management
process.
 The HCP should also provide recommended temporary work restrictions and followup; a statement that the HCP informed the employee about the results of the evaluation
and any medical conditions resulting from exposure to MSD hazards that require further
evaluation or treatment; and a statement that the HCP informed the employee about
other physical activities that could aggravate the covered MSD during the recovery
period.
 Job Familiarity and Job Placement Evaluations Health care providers who evaluate
employees, determine their functional capabilities, and prepare opinions regarding work
relatedness should be familiar with employee jobs and job tasks. With specific
knowledge of the physical demands involved in various jobs and the physical
capabilities or limitations of employees, the health care provider can match the
employees capabilities with appropriate jobs. Being familiar with employee jobs not
only assists the health care provider in making informed case management decisions but
also assists with the identification of ergonomic hazards and alternative job tasks.
 One of the best ways for a health care provider to become familiar with jobs and job
tasks is by periodic plant walk-throughs. Once familiar with plant operations and job
tasks, the health care provider should periodically revisit the facility to remain
knowledgeable about changing working conditions. Other approaches that may help the
health care provider to become familiar with jobs and job tasks include reviewing job
analysis reports, detailed job descriptions, job safety analyses, and photographs or
videotapes that are accompanied by narrative or written descriptions of the jobs.
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Controlling Risk Factors
It’s important that identified risk factors be eliminated or reduced, if possible, and controlled so that
they do not resurface.
Some important recommendations for controlling risk factors include:
• Ask employees in the problem job for recommendations about eliminating or
materially reducing the MSD hazards;
• Identify, assess and implement feasible controls (interim and/or permanent) to
eliminate or materially reduce the MSD hazards. This includes prioritizing the control of
hazards, where necessary;
• Track your progress in eliminating or materially reducing the MSD hazards. This
includes consulting with employees in problem jobs about whether the implemented controls
have eliminated or materially reduced the hazards; and
• Identify and evaluate MSD hazards when you change, design or purchase equipment or
processes in problem jobs.
Hierarchy of Hazard Control Strategies
Control strategies…to immediately correct hazardous
conditions and unsafe behaviors.
• Engineering controls. Eliminates/reduces hazards that existed, through equipment
redesign, replacement, substitution. Most effective strategy. The preferred approach to
prevent and control MSDs. Engineering control strategies to reduce ergonomic risk factors
include the following:
 Changing the way materials, parts, and products can be transported . For example,
using mechanical assist devices to relieve heavy load lifting and carrying tasks or using
handles or slotted hand holes in packages requiring manual handling
 Changing the process or product to reduce worker exposures to risk factors.
Examples include maintaining the fit of plastic molds to reduce the need for manual
removal of flashing, or using easy-connect electrical terminals to reduce manual forces
Modifying containers and parts presentation, such as height-adjustable material bins.
 Changing workstation layout. Examples might include using height-adjustable
workbenches or locating tools and materials within short reaching distances.
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 Changing the way parts, tools, machinery and materials are to be manipulated.
Examples include using fixtures (clamps, vise-grips, etc.) to hold work pieces to relieve
the need for awkward hand and arm positions or suspending tools to reduce weight and
allow easier access.
 Changing tool designs. For example, pistol handle grips for knives to reduce wrist
bending postures required by straight-handle knives or squeeze-grip-actuated
screwdrivers to replace finger-trigger-actuated screwdrivers.
 Changes in materials and fasteners. For example, lighter-weight packaging materials
to reduce lifting loads.
 Changing assembly access and sequence. For example, removing physical and visual
obstructions when assembling components to reduce awkward postures or static
exertions.
• Management controls. These controls attempt to reduce exposure to the hazard by
controlling behaviors through design of safe work practices, and procedures. They also reduce
the frequency and duration of exposure to the hazards through scheduling strategies. These
control strategies work as long as employees comply with the controls. Examples include:
 Broadening or varying the job content to offset certain risk factors (e.g., repetitive
motions, static and awkward postures)
 Training in the recognition of risk factors for MSDs and instruction in work practices
that can ease the task demands or burden
 Adjusting the work pace to relieve repetitive motion risks and give the worker more
control of the work process
 Reducing shift length or curtailing the amount of overtime
 Rotating workers through several jobs with different physical demands to reduce the
stress on limbs and body regions
 Scheduling more breaks to allow for rest and recovery
• Interim Measures. These controls attempt to reduce exposure on a temporary basis through
the use of engineering and management controls as well as warning devices, signage, etc.
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• Personal Protective Equipment (PPE). In conjunction with engineering and
administrative controls, consider personal protective equipment.
 Back belts/braces and wrist braces/splints should not be
considered PPE. In the field of occupational safety and health,
PPE generally provides a barrier between the worker and the
hazard source. Respirators, ear plugs, safety goggles, chemical
aprons, safety shoes, and hard hats are all examples of PPE.
Whether braces, wrist splints, back belts, and similar devices
can be regarded as offering personal protection against
ergonomic hazards remains open to question.
 Less controversial types of personal equipment are vibration attenuation gloves and knee
pads for carpet layers. But even here, there can be concerns. For example, do the design
and fit of the gloves make it harder to grip tools?
What control measures might work to correct the hazard in the photo
below?
Engineering control ________________________________
__________________________________________________
Work practice control ______________________________
__________________________________________________
Administrative control ______________________________
__________________________________________________
PPE ______________________________________________
__________________________________________________
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Implementing Control Strategies
The process of implementing controls normally consists of:
• Trials or tests of the selected solutions
• Making modifications or revisions
• Full-scale implementation
• Follow up on evaluating control effectiveness
Testing and evaluation
Testing and evaluation verify that the proposed solution actually works and identifies any additional
enhancements or modifications that may be needed. Employees who perform the job can provide
valuable input into the testing and evaluation process. Worker acceptance of the changes put into
place is important to the success of the intervention.
It’s important that control strategies be implemented effectively to assure permanent improvement in
conditions and behaviors. Use the following recommended strategies to help make sure your
implementation process is effective.
• Limit the variables. Implement one control at a time, to minimize the number of variables in
the change. Implementing many controls may result in new problems. How will you
determine which control is the cause?
• Abandon, revise, add controls. If continued exposure to MSD hazards in the job prevents
the injured employee's condition from improving or another covered MSD occurs in that job,
you implement abandon the current control, revise the current control, or implement an
additional control.
Making modifications or revisions
After the initial testing period, the proposed solution may need to be modified. If so, further testing
should be conducted to ensure that the correct changes have been made, followed by full-scale
implementation. Designating the personnel responsible, creating a timetable, and considering the
logistics necessary for implementation are elements of the planning needed to ensure the timely
implementation of controls.
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5. Incident/Accident Analysis
Be ready when accidents happen
When a serious accident occurs in the workplace, everyone will be too busy dealing with the
emergency at hand to worry about putting together an investigation plan, so now... before the
accident occurs... is the time to develop effective accident investigation procedures. They should
include as a minimum procedures that:
1. Write a clear policy statement.
2. Identify those authorized to notify outside agencies (fire, police, etc.)
3. Designate those responsible to investigate accidents.
4. Train all accident investigators.
5. Establish timetables for conducting the investigation and taking corrective action.
6. Identify those who will receive the report and take corrective action.
Why do we “investigate” incidents/accidents?
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
Why are some incident/accident reports ineffective?
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
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The Accident Weed
Injury or
Illness
Direct Cause of Injury
Strains
• Harmful Energy Transfer
• Kinetic, thermal, chemical, etc.
Burns
Cuts
Un
gu
ar
de
d
m
ac
sep
hi
ne
H or
Bro
ken
too
ls
Chem
ical s
p
Defe
ctive
Untrained
te
Crea
Ignore
ill
•
•
•
•
•
•
Directly cause of the injury event
Unique hazardous condition(s)
Individual unsafe behavior(s)
Controllable or uncontrollable factors
Events occur close to the injury event
Failure to perform safety practices,
procedures, processes
• Involves the victim, others
lay
a h az
ard
rd
a haza
s to
Fail
PPE
Primary Surface Causes
rt
repo
r
inju
Secondary Surface Causes
y
Fails to inspect
worker
Fails to enforce
Lack of time
•
•
•
•
•
•
Indirectly cause the injury event
Specific hazardous condition(s)
Individual unsafe behavior(s)
Controllable and uncontrollable factors
Events occur distant from the injury event
Failure to perform safety practices,
procedures, processes
• Co-workers, supervisors, anytime, anywhere
Implementation Root Causes
Inadequate training
No discipline procedures
No orientation process
Inadequate training plan
No accountability policy
ain
Lack of vision No mission statement
T
Fails to tr
ork
o much w
No recognition
Inadequate labeling
Outdated hazcom program
No recognition plan
No inspection policy
© OSTN Introduction to Ergonomics Program Management
• Common conditions and behaviors
• Inadequate implementation of safety policies,
programs, plans
• Inadequate design of processes, procedures
• Pre-exist surface causes
• Controllable
• Middle management, anytime, anywhere
System Design Root Causes
• Inadequate design of safety system policies,
programs, plans
• Pre-exist all other causes
• Controllable
• CEO, top management, anytime, anywhere
External Environmental Causes
•
•
•
•
•
Government regulation
Physical resources
Human resources
Capital
Society
For Training Purposes Only
XYZ Inc. Ergonomics Incident/Accident Analysis Plan
1. Actual/Potential musculoskeletal or ergonomics injury/illness complaint reported to OHN
2. Supervisor or OHN conducts an initial analysis of the employee, task, and work environment
using the Corporate Ergonomics Questionnaire, if appropriate.
3. The employee's supervisor is notified according to factory policy.
4. If the injury/illness symptoms are severe, the OHN will refer the employee to the appropriate
Physician immediately.
5. Where evidence of an occupational injury/illness exists, the OHN will request the supervisor to
complete a Supervisor Incident/Accident Report.
6. A full workplace assessment is conducted to determine contributing factors of the injury / illness.
a. The supervisor will conduct an analysis of the work area using the Workstation Analysis
Worksheet.
b. The workplace analysis should thoroughly examine all surface and root cause
contributors.
c. A complete supervisor report is prepared & sent to the factory superintendent, shift OHN,
safety coordinator and other key players according to factory policy.
7. The OHN will refer the employee to the appropriate physician based on the symptoms and nature
of the injury / illness.
a. The Physician will perform an initial assessment of the employee. On completion of the
examination, the Physician will make a diagnosis of the injury/illness. The OHN will
provide all necessary information to the physician.
b. The OHN will work with the Physician (if possible) to communicate the XYZ Inc. program
for management of MSD’s (Early RTW, Modified Work, Wellness referrals, Physical
Therapy).
8. The Physician will be fully briefed on the workplace Ergonomics evaluation by the OHN before
making a determination if the injury/illness is occupational in nature.
9. All cases should be followed for one quarter by the supervisor and OHN to prevent potential
recurrences of the injury I illness.
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6. Education and Training
Education explains why…training shows how
Identifying and solving workplace MSD problems require some level of ergonomic knowledge and
skills. Recognizing and filling different training needs is an important step in building an effective
program.
Education tells Why
• Builds the philosophical foundation
• Transfers general knowledge
• Shapes attitudes
Training shows How
•
•
•
•
One form of education
Builds the specific knowledge base
Transfers initial skills
Shapes attitudes
Experience improves skills
• Increases insight, understanding
• Further develops expert skills
• Shapes attitudes
What are some different
methods for conducting
ergonomics safety education
and training?
___________________________
___________________________
___________________________
___________________________
Accountability sustains behaviors
• Natural consequences - injury illness
• System consequences - discipline, recognition, reward
What does an effective ergonomics safety training program look like?
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
“Safety training is worthless without accountability.”
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What are the objectives of ergonomics education and training?
The objectives for ergonomics awareness training are as follows:
• Recognize workplace risk factors for MSDs.
• Understand general methods for controlling MSDs.
• Identify the signs and symptoms of MSDs that may result from exposure to such risk
factors.
• Be familiar with the company's health care procedures.
• Know the process to address and control risk factors.
• Know the the employee's role and accountabilities in the process.
• Know the ways employees can actively participate in the ergonomics program.
• Know the procedures for reporting risk factors and MSDs, including the names of
designated persons who should receive the reports.
How do we know ergonomics education and training is successful?
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
How do we make sure it’s successful?
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
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Training in job analyses and control measures
The objectives for training in job analyses and control measures are as follows:
• Demonstrate the way to do a job analysis for identifying risk factors for musculoskeletal
disorders
• Select ways to implement and evaluate control measures
Training in problem solving
The objectives for training in problem solving are as follows:
• Identify the departments, areas, and jobs with risk factors through a review of company
reports, records, walk-through observations, and special surveys.
• Identify tools and techniques that can be used to conduct job analyses and serve as a basis for
recommendations.
• Develop skills in team building, consensus development, and problem solving.
• Recommend ways to control ergonomic hazards based on job analyses and pooling ideas
from employees, management, and other affected and interested parties.
Special considerations and precautions
Training objectives are not intended to have workers, supervisors, or managers diagnose or
treat MSDs.
Rather, the purpose is to instill an understanding of what type of health problems may be work
related and when to refer employees for medical evaluation. The training should include what is
known about work and non-work causes of musculoskeletal disorders and the current limitations of
scientific knowledge.
Training should be understandable to the target audience. Training materials used should consider the
participants educational levels, literacy abilities, and language skills. This may mean, for example,
providing materials, instruction, or assistance in Spanish rather than English.
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7. Periodic Evaluation
• Last and first phase of planning cycle
• Identify, analyze, evaluate, both labor and
management
Identify - “Is it present?” Yes/No. Inspect.
Analyze - “What does the policy, plan, procedure look like?”
Evaluate - “Is it effective?” Judgement call.
• Use outside experts - /Insurer ergonomists
• One of the safety committee’s primary responsibilities is to evaluate
accountability.
437-001-0765(6)(d) Hazard assessment and control.
(A) The safety committee shall assist the employer in evaluating the employer's accident
and illness prevention program, and shall make written recommendations to improve the
program where applicable.
• Establish procedures for change - an action plan
• Measure activity and results
• Supervisor, manager behaviors, performance
• Employee behaviors, performance
• Make effective recommendations
• Use facts and figures
• Contrast benefits of investment with high costs if nothing is done
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Appendix
© OSTN Introduction to Ergonomics Program Management
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Sample Ergonomics Plan
I. Purpose of the program
A. The Ergonomics Program is established to prevent the occurrence of work-related musculoskeletal disorders, primarily
those in the back, upper and lower extremities. To do this the program employs various strategies:
1. Informs employees about musculoskeletal disorders and the risk factors that can cause or aggravate them.
2. Promotes continuous improvement in workplace ergonomic protection.
3. Encourages new technology and innovation in ergonomic protection.
4. Identifies design principles that prevent exposure to risk factors.
5. Ensures ongoing and consistent management leadership and employee involvement.
B. ________________________ (person and position) is responsible for managing the Ergonomic Protection Plan. The
ergonomic program health care provider, supervisors and the safety committee will assist in monitoring the effectiveness of
the program.
II. Worksite analysis
A. Supervisor, with assistance from the program manager or a consultant, will conduct an ergonomic hazard analysis for each
task in his or her area of responsibility. The purpose of worksite analysis is to recognize and identify existing ergonomic risk
factors in the workplace. The analysis will include the use of an ergonomic checklist and employee questionnaire. Periodic
surveys of the workplace will be conducted at appropriate intervals to evaluate changes in risk factors and effectiveness of
work practices and engineering controls.
B. The OSHA 300 log will be reviewed to determine whether any musculoskeletal disorders have occurred during the last
two years. If musculoskeletal disorders have occurred in the past two years, the supervisor will further analyze and evaluate
the associated "at risk" work areas for ergonomic hazards
C. Each "at risk" task will be videotaped for the purpose of documenting work procedures, tools and materials used, and
hazardous conditions encountered. The supervisor will analyze the task for ergonomic related hazard that could result in
injury or illness. (See program description for instructions on videotaping)
1. The following risk factors should be considered in your analysis:
a. Performance of the same motions or motion pattern every few seconds for more than two hours at a time. Questions
to ask:
• What is the task or cycle frequency per shift?
• Is the task continuous or sporadic?
• Does the worker perform the task for the entire shift or rotate with other workers?
b. Fixed or awkward work postures for more than a total of two hours: for example, overhead work, twisted or bent
back, bent wrist, kneeling, stooping, or squatting. Questions to ask:
• What is the height of the workbench?
• What is the maximum reach to parts bins, etc.?
• What is the chair height?
• Is movement restricted due to confined workspace?
c. Use of hand tools. Questions to ask:
• What is the weight of tool being used?
• Are vibrating or impact tools or equipment used for more than a total of two hours?
• Is there air exhaust onto the worker’s hand?
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d. Manual handling of objects more than 25 pounds more than once each workshift.
e. The type of handwear being used. Questions to ask:
•
Is handwear slippery?
•
Do the gloves fit properly?
f. No worker control over work pace (e.g., work is mechanically or electronically paced) for more than four hours
at a time (exclusive of regular breaks.)
g. Work performed in cold environment.
D. The use of outside ergonomics consultants to evaluate areas identified is encouraged. Their assistance may be
extremely valuable in conducting the initial analysis. Coordinate with the program manager to request assistance.
III. Corrective Actions
A. The supervisor with assistance from the program manager will determine the surface and root causes for all hazards
(ergonomic and general) related to a task being analyzed. The following control strategies will be used to reduce or
eliminate those hazards:
Engineering controls - Engineering techniques, where feasible, are the preferred method of control. The
focus of our ergonomics program is to make the job fit the person, not to force the person to fit the job. This can be
accomplished by designing or modifying the work station, work methods, and tools to eliminate excessive exertion and
awkward postures and to reduce repetitive motion.
a. Work station design.
• Work stations will be designed to accommodate the persons who actually work a given job; it is not adequate to
design for the “average” or typical worker.
• Work stations will be easily adjustable and either designed or selected to fit a specific task, so they are
comfortable for the workers using them.
• The work space will be large enough to allow for the full range of required movements, especially where
knives, saws, hooks, and similar tools are used.
b. Design of work methods. Work methods will be designed to reduce static, extreme, and awkward postures;
repetitive motion; and excessive force. Work method design addresses the content of tasks performed by the workers.
It requires analysis of the production system to design or modify tasks to eliminate stressors.
c. Tool and Handle Design. Tools and handles, if well-designed, reduce the risk of MSDs.
For any tool, a variety of sizes will be available to achieve a proper fit and reduce ergonomic risk. The appropriate tool
should be used to do a specific job. Tools and handles should be selected to eliminate or minimize the following
stressors:
• Chronic muscle contraction or steady force.
• Extreme or awkward finger/hand/arm positions.
• Repetitive forceful motions.
• Tool vibration.
• Excessive gripping, pinching, pressing with the hand and fingers.
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Management controls - An effective program for hazard prevention and control also includes procedures for
safe and proper work that are understood and followed by managers, supervisors, and workers. Key elements of an
effective program for ergonomics include proper work techniques, employee conditioning, scheduling, regular
monitoring, feedback, maintenance, adjustments and modifications, and enforcement.
a. Proper work techniques include:
• Proper cutting techniques, including work methods that improve posture and reduce stress and strain on
extremities.
• Good knife care, including steeling, and regular sharpening or steeling of knives.
• Correct lifting techniques (proper body mechanics)
• Correct use to ergonomically designed work stations and fixtures.
• Reducing the total number of repetitions per employee by decreasing production rates and limiting overtime work.
• Providing rest periods to relieve fatigued muscle-tendon groups. The length of time needed depends on the task’s
overall effort and total cycle time.
• Increasing the number of employees assigned to a task to alleviate severe conditions, especially in lifting heavy
objects.
• Using job rotation, used with caused as a preventive measure, not as a response to symptoms. The principle of job
rotation is to alleviate physical fatigue and stress of a particular set of muscles and tendons by rotating employees
among other jobs that use different muscle-tendon groups. If rotation is used, the job analyses must be reviewed
by a qualified person to make sure the same muscle-tendon groups are not used.
• Providing enough standby/relief workers to compensate for foreseeable upset conditions on the line (e.g., loss of
workers).
• Job enlargement -- see the guidance on “Design of Work Methods”
b New Employee Conditioning Period. Some of our jobs may require regular condition, or break-in periods which may
last several weeks. New and returning employees will be gradually integrated into a full workload as appropriate for
specific jobs and individuals. Employees will be assigned to an experienced trainer for job training and evaluation during
the break-in period. Employees reassigned to new jobs should also have a break-in period.
c. Monitoring. Regular monitoring at all levels of operation will help to ensure that employees continue to use proper
work practices. Monitoring will include a periodic review of the techniques in use and their effectiveness, including a
determination of whether the procedures in use are those specified; if not, then we will determined why changes have
occurred and whether corrective action is necessary.
d. Adjustments and modifications. We will modify work practice controls when the dynamics of the workplace change.
Such adjustments include changes in the following:
• Line speeds
• Staffing at position
• Type, size, weight, or temperature of the product handled
e. Enforcement. Supervisors will insist that all employees:
• comply with ergonomics policies and rules,
• report hazards as soon as possible,
• report any sign, symptom or injury immediately,
• use best practices in work behaviors.
If supervisor accountabilities are fulfilled; e.g., resources, training, oversight, enforcement, progressive disciplinary
procedures will be administered for non-compliance with the above behaviors.
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Personal Protective Equipment (PPE) - PPE will be selected with ergonomic stressors in mind.
Appropriate PPE should be provided in a variety of sizes, should accommodate the physical requirements of workers and
the job, and should not contribute to extreme postures and excessive forces. The following factors need to be considered
when selecting PPE:
a. Proper fit is essential. For example, gloves that are too thick or that fit improperly can reduce blood circulation
and sensory feedback, contribute to slippage, and may require excessive grip strength.
b. Protection against extreme cold (less than 40 degrees F.) is necessary to reduce stress on joints.
c. Braces, splints, back belts, and other similar devices are not PPE.
D. Other types of PPE that may be selected for use (e.g. arm guards) should not increase ergonomic stressors.
Where feasible, engineering controls will be the preferred method for eliminating or reducing MSD hazards. However,
administrative and work practice controls also may be important in addressing MSD hazards.
•
If continued exposure to MSD hazards in the job prevents the injured employee's condition from improving or
another MSD occurs in that job, we will implement additional feasible controls to reduce the hazard further.
•
If the injured employee's condition improves and no additional covered MSD occurs in the job, we will not in
further controls. However, if the employee's condition does not improve or another MSD occurs, we will continue
incremental corrective actions if other feasible controls are available.
•
Personal protective equipment (PPE) may be used to supplement engineering, work practice and administrative
controls, but will only be used alone where other controls are not feasible. Where PPE is used, we will provide it
at no cost to employees.
•
NOTE: Back belts/braces and wrist braces/splints are not considered PPE for the purposes of this plan.
•
Periodic surveys of the workplace will be conducted at appropriate intervals to evaluate changes in risk factors
and effectiveness of engineering, work practice, and administrative controls.
IV. Employee involvement and training
A. Management will be involved in all stages of identifying, assessing, and controlling ergonomics hazards. Managers
and supervisors will work closely with employees to determine hazards. Training in ergonomic awareness and safe work
practices will be key in ultimately reducing injuries and illnesses, and involving employees in this training will improve
the interest and quality of the training
B. All supervisors and employees will be educated on the early signs and symptoms of ergonomic injury and illness..
C. Further ergonomics training will be conducted for all "at risk" employees and supervisors, and will include specific
information on the hazards associated with their jobs, reporting procedures, the risks of developing cumulative trauma
disorders, symptoms of exposure, and how to prevent the occurrence of cumulative trauma disorders. The supervisor’s
training program will also be implemented to allow recognition of the signs of cumulative trauma disorders and to
reinforce the ergonomics program. After training is completed, supervisors will provide regular feedback on work
practices to their employees.
D. The training program will be conducted by a qualified health care provider.
© OSTN Introduction to Ergonomics Program Management
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V. Medical management
A. A medical management program will be established under the guidance of an appropriately qualified health
professional. Appropriately trained health care providers will be available at all times, and on an ongoing basis as required.
They will be knowledgeable in the prevention, early recognition, evaluation, treatment and rehabilitation of CTDs, and in
the principles of ergonomics, physical assessment of employees, and OSHA recordkeeping requirements.
B. Program health care providers will conduct monthly, systematic workplace walk-through to remain knowledgeable
about operations and work practices, identify risk factors for CTDs in the workplace, identify potential light duty jobs, and
maintain close contact with employees. Findings and recommendations will be documented and reported to the safety
committee as soon as possible after the walk-through is completed.
C. Program managers will develop a symptoms survey to measure the extent of symptoms of work-related disorders for
each area of the plant, to determine which jobs are exhibiting problems and to measure progress of the ergonomic program.
Body diagrams should be used to facilitate the gathering of this information. Employees identities and medical records,
including surveys will remain confidential.
D. All employees who report pain or other symptoms possibly related to musculoskeletal disorders will be promptly
evaluated by a health care provider, and appropriate treatment and follow-up will be provided.
E. Where an employee states that the injury or illness is work-related, and the case otherwise meets the criteria for
recording, the case will be entered on the OSHA log pending final determination of the cause.
E. The employee will be monitored until he or she is able to perform work without restrictions. The idea is to detect any
problem as early as possible to reduce the severity of the injury and associated costs.
F. The program health care provider will compile a list of light duty jobs with the lowest ergonomic risk. For such jobs,
ergonomic risk(s) will be described.
G. New and current employees who are assigned to at risk jobs or tasks will be given a baseline survey by the health care
provider to establish a base against which changes in health status can be evaluated. The baseline survey is not for the
purpose of precluding people from performing particular jobs.
VI. Program Evaluation
A. The Ergonomics Protection Program will be evaluated by the program manager and safety committee annually for its
ability to identify, assess, and eliminate ergonomic hazards in the workplace. Reductions in ergonomics related injuries and
illness should ideally be experienced soon after the program is implemented.
B. Findings of the evaluation will be reported directly to the CEO.
Certification _____________________________ ______________________
Reviewed by (Signature) Date
_______________________________ ______________________
Approved by (Signature) Date
© OSTN Introduction to Ergonomics Program Management
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Workstation Ergonomic Hazard Analysis
Yes
No
1. ____ ____ Does the working space allow for a full range of movement?
2. ____ ____ Are mechanical aids and equipment available?
3. ____ ____ Is the height of the work surface adjustable?
4. ____ ____ Can the work surface be tilted or angled?
5. Is the workstation designed to reduce or eliminate:
____ ____ Bending or twisting at the waist?
____ ____ Reaching above the shoulder?
____ ____ Static muscle loading?
____ ____ Extending the arms?
____ ____ Bending or twisting the wrists?
____ ____ Raised elbows?
6. ____ ____ Is the employee able to vary posture?
7. ____ ____ Are hands and arms free from pressure from sharp edges on work surfaces?
8. ____ ____ Is an armrest provided where needed?
9. ____ ____ Is the floor surface flat?
10. ____ ____ Are cushioned floor mats provided when workers stand for long periods?
11. ____ ____ Is the chair or stool easily adjustable and suited to the task?
12. ____ ____ Are all task requirements visible from comfortable positions?
13. ____ ____ Is there a preventive maintenance program for tools and equipment?
© OSTN Introduction to Ergonomics Program Management
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For Training Purposes Only
Ergonomic Task Analysis Worksheet
Yes
No
1. Does the design of the task reduce or eliminate:
____ ____ Bending or twisting?
____ ____ Crouching?
____ ____ Bending or twisting the wrists?
____ ____ Extending the arms?
____ ____ Raising elbows?
____ ____ Static muscle loading?
____ ____ Clothes-wringing motions?
____ ____ Finger pinch grip?
2. ____ ____ Are mechanical devices used when necessary?
3. ____ ____ Can the task be done with either hand?
4. ____ ____ Can the task be done with two hands?
5. ____ ____ Are pushing and pulling forces reduced or eliminated?
6. ____ ____ Are the required forces acceptable?
7. ____ ____ Are the materials able to be held without slipping?
8. ____ ____ Are the materials easy to grasp?
9. ____ ____ Are the materials free from sharp edges or corners?
10. ____ ____ Do containers have good handholds?
11. ____ ____ Are jigs, fixtures and vises used where needed?
12. ____ ____ Do gloves fit properly, and are they made of the proper fabric?
13. ____ ____ Does the task avoid contact with sharp edges?
14. ____ ____ When needed, are push buttons designed properly?
15. ____ ____ Does personal protective equipment keep from getting in the way of the task?
16. Are high rates of repetitive motion avoided by:
____ ____ Job rotation?
____ ____ Self pacing?
____ ____ Sufficient rest pauses?
____ ____ Adjusting the job to the skill level of the worker?
17. Is the employee trained in:
____ ____ Proper work practices?
____ ____ When and how to make adjustments?
____ ____ Signs and symptoms of potential physical problems?
© OSTN Introduction to Ergonomics Program Management
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For Training Purposes Only
Hand tool analysis checklist
Yes
No
1. Are tools selected to avoid:
____ ____ excessive vibration?
____ ____ excessive force?
____ ____ Bending or twisting the wrists?
____ ____ finger pinch grip?
____ ____ Raising elbows?
____ ____ problems associated with trigger finger?
2. ____ ____ Are tools powered where necessary and feasible?
3. ____ ____ Are tools evenly balanced?
4. ____ ____ Are heavy tools counterbalanced?
5. ____ ____ Does the tool allow adequate visibility of the work?
6. ____ ____ Does the tool grip/handle prevent slipping during use?
7. Are tools equipped with handles:
____ ____ of proper diameter?
____ ____ that do not end in the palm area?
____ ____ of textured non-conductive material?
8. ____ ____ Are different handle sizes available to fit a wide range of hand sizes?
9. ____ ____ Is the tool handle designed to not dig into the palm of the hand?
10. ____ ____ Can the tool be used safely with gloves?
11. ____ ____ Can the tool be used by either hand?
12. ____ ____ Is there a preventive maintenance program to keep tools operating as designed?
13. Have employees been trained:
____ ____ in the proper use of tools?
____ ____ when and how to report problems with tools?
____ ____ in proper tool maintenance?
© OSTN Introduction to Ergonomics Program Management
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For Training Purposes Only
Materials handling checklist
Yes
No
1. ____ ____ Has excessive weight lifting been reduced?
2. ____ ____ Are materials moved over minimum distances?
3. ____ ____ Is the distance between the object and the body minimized?
4. Are walking surfaces:
____ ____ level?
____ ____ wide enough?
____ ____ clean and dry?
____ ____ well lit?
5. Are objects:
____ ____ easy to grasp?
____ ____ stable?
____ ____ able to be held without slipping?
6. ____ ____ Are there handholds on these objects?
7. ____ ____ When required, do gloves fit properly?
8. ____ ____ Is the proper footwear worn?
9. ____ ____ Is there enough room to maneuver?
10. ____ ____ Are mechanical aids easily available and used whenever possible?
11. ____ ____ Are working surfaces adjustable to the best handling heights?
12. Does material handling avoid:
____ ____ movements below knuckle height and above shoulder height?
____ ____ static muscle loading?
____ ____ sudden movements during handling?
____ ____ twisting at the waist?
____ ____ excessive reaching?
13. ____ ____ Is help available for heavy or awkward lifts?
14. Are high rates of repetition avoided by:
____ ____ job rotation?
____ ____ self pacing?
____ ____ sufficient rest pauses?
15. ____ ____ Are pushing and pulling forces reduced or eliminated?
16. ____ ____ Does the employee have an unobstructed view of the handling task?
17. ____ ____ Is there a preventive maintenance program for equipment?
18. ____ ____ Are workers trained in correct handling and lifting procedures?
© OSTN Introduction to Ergonomics Program Management
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For Training Purposes Only
Computer workstation checklist
Yes
No
1. Is the chair adjusted to ensure proper posture, such as:
____ ____ knees and hips bent at approximately 90 degrees?
____ ____ feet flat on floor or footrest?
____ ____ arms comfortably at sides with elbows at 90-degree angle?
____ ____ straight wrists at keyboard?
2. Does the chair:
____ ____ adjust easily from the seated position?
____ ____ have a padded seat that is adjustable for height and angle?
____ ____ have an adjustable backrest?
____ ____ provide lumbar support?
____ ____ have a stable caster base?
3. ____ ____ Is there sufficient space for knees and feet?
4. ____ ____ Are the height and tilt of the keyboard work surface adjustable?
5. ____ ____ Is the keyboard prevented from slipping when in use?
6. ____ ____ Is the mouse or pointing device at the same level as the keyboard?
7. ____ ____ Does keying require minimal force?
8. ____ ____ Is there an adjustable document holder?
9. ____ ____ Are arm rests provided where needed?
10. ____ ____ Is the screen clean and free of flickering?
11. ____ ____ Is the top line of the screen slightly below eye level?
12. ____ ____ Does the monitor have brightness and contrast controls?
13. ____ ____ Is the monitor 18-30 inches from the worker for viewing?
14. ____ ____ Is there sufficient lighting without causing glare?
15. ____ ____ Is an anti-glare screen used if necessary?
16. ____ ____ Are adequate rest breaks provided for task demands?
17. Are high stroke rates avoided by:
____ ____ job rotation?
____ ____ self pacing?
____ ____ adjusting the job to the skill of the worker?
____ ____ adequate rest pauses?
18. Are employees trained in:
____ ____ proper postures?
____ ____ proper work methods?
____ ____ when and how to adjust their workstations?
____ ____ how to seek assistance with concerns?
© OSTN Introduction to Ergonomics Program Management
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For Training Purposes Only
Symptoms Survey
Name _______________________________________ Date ___________________________
(Optional)
Work Location ____________________________________ Job _________________________
Shift _____________ Supervisor ________________________
(Optional)
Time on this job: ____ Less than 3 months
____ 5 years to 10 years
____ 3 months to 1 year ____ 1 year to 5 years
____ Over 10 years
Have you had any pain or discomfort during the last year? ____ Yes ____ No
If you answered “Yes” to the above question, carefully shade in the area of the drawings below
which indicate the location of the pain which bothers you the most.
Front
© OSTN Introduction to Ergonomics Program Management
Back
49
For Training Purposes Only
Symptoms Survey
Name (Optional) _________________________________________________________
Please complete a separate page for each area that bothers you.
Check area
__ Neck
__ Shoulder
__ Elbow
__ Forearm
__ Hand/Wrist __ Fingers
__ Upper back __ Low back
__ Thigh
__ Low leg
__ Knee
__ Ankle/foot
1. Please put a check by the word(s) that best describe your problem.
__ Aching
__ Cramp
__ Numbness
__ Tingling
__ Stiffness
__ Burning
__ Pain
__ Weakness
__ Swelling
__ Color Loss
__ Other (Specify) ________________
2. When did you first notice the problem? __ recently ___ number of months ago __ years ago
3. How long does each episode last? ____________________________________________
4. How many separate episodes have you had in the last year? ________________________
5. What do you think caused the problem? _________________________________________
_____________________________________________________________________________
6. Have you had this problem in the last 7 days? __ Yes __ No
7. (optional) How would you rate the level of pain you experience related to this problem? Mark
an “X” on the line.
Right now:
None ----------------------------------------------------------------------------Unbearable
At its worst:
None ----------------------------------------------------------------------------Unbearable
8. Have you had medical treatment for this problem? __ Yes __ No
If yes, what was the diagnosis? ________________________________________________
9. How many days have you lost from work in the last year because of this problem? _____
10. How many days in the last year were you on modified duty because of this problem? ______
11. Have you changed jobs because of this problem? __ Yes __ No
12. Please comment on what you think would improve your symptoms:
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
© OSTN Introduction to Ergonomics Program Management
50
Department of Consumer and Business Services
Occupational Safety and Health Division ()
Workshop Evaluation
How did we do?
Developing an Effective Ergonomics Program Date: __________
Instructor: __________________________________________________________
WE VALUE YOUR COMMENTS
I supervise others and/or manage programs:
Yes
No
Yes
No
1. The course information easy to understand and useable.
2. The course information was helpful in improving workplace safety and health.
3. The course materials (workbooks, overheads, slides, etc.) were helpful.
4. Please rate the overall effectiveness of course information. (circle a number)
... Effective...
10
9
...Not Effective...
8
7
6
5
4
3
2
1
Comments: Please take the time to explain all “No” or “Not Effective” responses.
Yes
1. The instructor provided a quality presentation (relevant, interesting, applicable).
2. The instructor answered questions adequately and/or made appropriate referrals.
3. The instructor encouraged student participation.
4. Please rate the overall effectiveness of the instructor. (circle a number)
...Effective...
10
9
...Not Effective...
8
7
6
5
4
3
2
Comments: Please take the time to explain all “No” or “Not Effective” responses.
1
No
For Training Purposes Only
Don’t write on this page. You’ll be detaching it
from the workbook at the end of the workshop.
© OSTN Introduction to Ergonomics Program Management
52