What is Ergonomics?
Ergonomics
• Ergonomics is the study of a person’s work
related to the tools and machines he/she
uses to accomplish the task of work.
• Ergonomics is a study of time and motion
involved in work.
• Ergonomics is improving a work task,
procedure, process to make the worker more
efficient.
Ergonomics
• Ergonomics is the science of fitting
workplace conditions and job demands to
the capabilities of the working population.
• Ergonomics is human engineering.
• Ergonomics is the name of a new regulation
intended to reduce worker injury
Ergonomics
• Ergonomics refers to assessing those workrelated factors that may pose a risk of
musculoskeletal disorders and
recommendations to alleviate them
Why Do You Need Ergonomics?
• Classroom demonstration
Ergonomics Program Elements
• Management leadership - paragraph (h)
• Employee participation - paragraph (i)
• MSD management - paragraphs (p), (q), (r) & (s)
• Job hazard analysis - paragraph (j)
• Hazard reduction and control measures - paragraphs
(k), (l), and (m) and evaluation as specified in
paragraph (u), if the job hazard analysis determines that the
job presents an MSD hazard
• Training - paragraph (t)
Job Hazard Analysis
Train the Trainer
What Is the Step-by-Step
Procedure of a Job?
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Observe the job
Interview the person performing the job
Break the job into various actions
Describe the actions
Measure and quantify risk factors
Identify conditions contributing to the risk factors
Verify the analysis of the job with the worker
Observe the Job
• What are the physical work activities?
• Break the job into various actions
• Describe the actions
Examples of Physical Work
Activities
• Exerting considerable physical effort to
complete a motion
• Doing the same motion over and over again
• Performing motions constantly without
shout pauses or breaks in between
• Maintaining same position or posture while
performing tasks
Examples of Physical Work
Activities
• Sitting for a long time
• Using hand and power tools
• Using hands or body as clamp to hold
object while performing tasks
• Moving heavy objects
• Bending or twisting during manual handling
What Are the Work Conditions?
Examples of Work Conditions
• Performing tasks that involve long reaches
• Working surfaces are too high or too low
• Maintaining the same position or posture
while performing tasks
• Vibrating working surfaces, machinery or
vehicles
• Workstation edges or objects press hard into
muscles or tendons
Examples of Work Conditions
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Gloves are bulky, too large or too small
Objects or people are heavy
Horizontal reach is long
Vertical reach is below knees or above
shoulders
• Object is slippery or has no handles
• Floor surfaces are uneven, slippery or
sloped
Activities and Conditions
• Which of the activities and conditions
present risk factors?
What Are the Ergonomic Risk
Factors?
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Repetition
Force
Duration
Vibration
Temperature
Posture
Covered Risk Factors
• Repetition - repeating
same motions for 2 hours
at a time or using
keyboard/mouse steadily
for more than 4 hours/day
• Force - lifting,
pushing/pulling,
pinching/gripping
unsupported objects
• Vibration - high >30
minutes; moderate >2
hours/day
• Awkward postures raising or working with
hands above head or
elbows above shoulders;
kneeling, squatting;
twisting neck,back or wrists
more than 2 hours per day
• Contact stress - more
than 10 times/hour more
than 2 hours per day
Potential Solutions
Train-the-Trainer
Potential Solutions
• Brainstorming
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Leave history behind
No obstacles
Anything is possible
Empowered to do anything
No limit to resources
No limit on time
No bad or stupid ideas
What Are the Potential
Solutions?
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Training solutions
Engineering solutions
Task modifications
Task rotation
Physical fitness issues
Posture awareness
Employee
Potential Training Solutions
• Principles of body mechanics
• Risk factors
• How to minimize potential injuries
Potential Engineering Solutions
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Limitations of equipment/tools
Design principles
Extreme, Average and Range
Neutral Posture
Design Principles
• Commitment to the idea that things,
machines, etc. are built to serve humans and
must be designed always with the user in
mind
• Recognition of individual differences in
human capabilities and limitations and an
appreciation for their design implications
Management and Leadership
Train-the-Trainer
Attitude
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Treat ergonomics as a baseline not a ceiling
Make it a core value not a program
Make it a proactive, behavioral approach
Create a caring culture that is active
Develop a process that is sustainable
Strive for continual improvement
Evaluate your ability to change
Strategy
“Pulling It All Together”
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Get management support
Develop a plan of action
Establish priorities
Selecting the “right” people
Call on outside assistance
Be realistic in your goals
Get management support
Management Support
• How do you get it?
Action Plan
• Form a management/employee ergonomics
steering team
• Educate the team extensively
• Include upper and middle management on
the team
• Know the team’s authority
• Meet regularly for review of all ergonomic
related injuries
Action Plan
• Establish a written plan with
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Action required
Responsible person/people
Start and completion dates
Evaluation of changes
Establish Priorities
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Review past illness/injury data
Discomfort surveys
Job analysis
Low cost/High Impact
Easy fix
Productivity increases
Select the “Right” People
• Employee who performs the job
– Expert
– Acceptance
• Change Agents
• Employee Leaders
• Management Leaders
Outside Assistance
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Fresh Look
Broad Experience
Lack of Time/Resources
Limited Knowledge
Unbiased Opinion
Be Realistic
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Pie in the sky
Reasonable goals/expectations
Behavior based
3 years
Management Support
• How do you keep it?
What Policies Will You Put in
Place to Manage Your
Ergonomics Core Values?
Policies
• Review existing safety and health policies
for application
How Do You Evaluate the
Effectiveness of This Program?
What Measures Will You
Compare?
What Goals Will You Establish?
What Tool Will You Use to Share
Information Regarding MSD
Hazards?
How Do You Manage the
Suppliers of Equipment When
the Solutions Involves Them?
How Do You Manage and
Determine the Role of the Health
Care Professional?
How Do You Educate Your
Customers Concerning the
Solution?
References
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Web Sites
Professional Magazines
Trade Magazines
Books
Professional Associations
Hand Outs
Best Management Practices
• Industry based perspective
• Format to share ideas internally
• Vehicle to share ideas externally
Ergonomics Program Elements
• Management leadership - paragraph (h)
• Employee participation - paragraph (i)
• MSD management - paragraphs (p), (q), (r) & (s)
• Job hazard analysis - paragraph (j)
• Hazard reduction and control measures - paragraphs
(k), (l), and (m) and evaluation as specified in
paragraph (u), if the job hazard analysis determines that the
job presents an MSD hazard
• Training - paragraph (t)
Management Leadership
• Assign and communicate responsibilities
• Provide designated persons with the authority,
resources, and information necessary
• Ensure that policies and practices encourage and do
not discourage:
– Early reporting of MSDs, their signs and symptoms,
and MSD hazards; and
– Employee participation in the ergonomics program
• Communicate periodically with employees
Employee Participation
• Have ways to promptly report MSDs, MSD signs
and symptoms, and MSD hazards
• Receive prompt responses to their reports
• Provided with a summary of the requirements of
the standard; have ready access to a copy of the
standard and to information about MSDs, MSD
signs and symptoms, MSD hazards, and your
ergonomics program
• Have ways to be involved in the development,
implementation, and evaluation of your
ergonomics program.
Control Steps
• Ask employees to recommend measures to
reduce MSD hazards
• Identify and implement initial controls within
90 days of determining that job meets the
“Action Trigger.”
– Initial controls “substantially reduce exposures
even if they do not reach the levels specified in
§1910.900 (k)(1)
– Permanent controls meet §1910.900 (k)(1)
MSD Management
• Includes:
– Access to a Health Care Provider
– Any necessary work restrictions, including time off to
recover
– Work restriction protection
– Evaluation and follow-up of MSD incidents
• “MSD management. . .does not include medical
treatment, emergency or post-treatment
procedures.”
Training
• Initial training must be provided to:
– Each employee in a job that meets the Action
Trigger
– Supervisors or team leaders
– Other employees involved in setting up and
managing your ergonomics program
• Follow-up training every 3 years
Ergonomics Program Evaluation
• Evaluate at least every 3 years and “when you have
reason to believe that program is not functioning
properly”
• How:
– Consult employees about effectiveness and problems
– Review elements to ensure functioning effectively
– Determine whether MSD hazards are being
identified/addressed
– Determine whether achieving positive results
MSD Management
• Includes:
– Access to a Health Care Provider
– Any necessary work restrictions, including time off to
recover
– Work restriction protection
– Evaluation and follow-up of MSD incidents
• “MSD management. . .does not include medical
treatment, emergency or post-treatment
procedures.”
Records
• In written or electronic form:
– Employee reports of MSDs, MSD signs and symptoms,
and MSD hazards;
– Your response to such reports;
– Job hazard analyses;
– Hazard control measures;
– Quick fix process;
– Ergonomics program evaluations; and
– Work restrictions, time off work, & HCP opinions
Records
• Retain records for 3 years or until
replaced/updated -- whichever comes first
• Except HCP opinions -- retain for duration
of employment plus 3 years
• Except if employee worked <1 year:
– no record retention
– but must provide record to employee
Does Job Pose an MSD Hazard?
Employer must conduct a job hazard analysis (JHA)
using one or more of the following:
– Use one or more of the hazard identification tools listed in
Appendix D-1, if the tools are relevant to the risk factors
being addressed
– The occupation-specific hazard identification tool in
Appendix D-2
– A job hazard analysis conducted by a professional trained
in ergonomics;
– Any other reasonable method that is appropriate to the
job and relevant to the risk factors being addressed.
Does Job Pose an MSD Hazard?
• JHA must include:
– All employees who perform the same job OR
– A sample of employees in that job who have the greatest
exposure to the relevant risk factors
• JHA steps:
– Talk with those employees and their representatives about
the tasks that may relate to MSDs; AND
– Observe employees performing the job to identify risk
factors and to evaluate the magnitude, frequency, and
duration of exposure to those risk factors
Appendix D is Ergonomics
“No Man’s Land”
• Job Strain Index - proposed method by
Moore & Garg
• Revised NIOSH Lifting Equation
• Snook “Push/Pull Tables”
• Rapid Upper Limb Assessment (RULA)
• Rapid Entire Body Assessment (REBA)
• ACGIH Hand/Arm Vibration TLV
Appendix D is Ergonomics
“No Man’s Land”
• GM-UAW Risk Factor Checklist
• Washington State App. B Criteria for
Analyzing and Reducing WMSD Hazards
• VDT Workstation Checklist
MSD Signs
“. . . objective, physical findings that an
employee may be developing an MSD.”
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Decreased range of motion
Deformity
Decreased grip strength
Loss of muscle functions
MSD Symptoms
“. . . physical indications that an
employee may be developing an MSD.”
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Pain*
Numbness
Tingling
Burning
Cramping
Stiffness
* “MDS symptoms
do not include
discomfort.”
An MSD Incident
• When the MSD is:
– work-related AND
– requires days away from work, restricted
work, or medical treatment beyond first aid
OR
• When MSD signs/symptoms are:
– work-related AND
– last for 7 or more days after the employee
reports them to employer
New “Action Trigger” Approach
1. Employee reports MSD or MSD Signs/Symptoms
2. Employer determines whether reported MSD is an
“MSD incident”
3. IF MSD Incident has occurred AND the employee’s
job “routinely involves, on one or more days a week,
exposure to one or more relevant risk factors” in the
Basic Screening Tool (Table W-1)
4. THEN employer must use Quick Fix or develop and
implement an ergonomics program