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Lean and OHS in garment

Removing bottlenecks in the sewing line – possible consequences for workers’ health - work in progress POHS S econd analytical Copenhagen workshop 6 February 2019 Peter Hasle , Azim Mohammad, Abu Hamja, Sarwar Morshed. Lean and OHS in garment.

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Lean and OHS in garment

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  1. Removing bottlenecks in the sewing line – possible consequences for workers’ health- work in progressPOHSSecond analytical Copenhagen workshop6 February 2019Peter Hasle, Azim Mohammad, Abu Hamja, Sarwar Morshed

  2. Lean and OHS in garment • Lean has traditionally been consideret to increase work intensity and repetitive strain injuries especially in low skilled assembly work • Management do have possibilities to set production targets too high to be healthy and sustainable • The ergonomic trap: • Better designed work stations remove hazardous work positions which make it possible to work faster = Higher intensity of repetitive work Peter Hasle

  3. Repetitive strain injuries (RSI)- the traditional and major risk of the garment industry Repeated use of the same movements causes inflammation and damage to the soft tissues (muscles, nerves, tendons and tendon sheaths) In particular, RSI is related to upper limb and forearm pain Causes: Repeated arm use for too long Holding muscles in the same position for a long time Working too fast Working with equipment that doesn’t fit the body Not having enough recovery breaks Lack of variation of tasks Lack of training in the safest way to carry out a task Peter Hasle

  4. Research focus Research gab: Little is know about how lean in garment effects the factors causing RSI Knowledge about how to advice on the practical organisation of the sewing line is lacking Objective: Establish a research agenda Research question: How to disentangle the possible TMS changes and their related risks for RSI? What do we need to know in order to give better advice on lean improvements? Peter Hasle

  5. A literature review of lean and OHS in garment * Both negative and positive associations Peter Hasle

  6. Reducing risk of RSI in sewing Peter Hasle

  7. Too much work in progress • Bending, twisting and streching • Reduce visibility and increase accident risk

  8. Lack of/improper chairs Peter Hasle

  9. Insufficient local light, bright surface, bended and twisted neck, no back support and risk of sewing defects Peter Hasle

  10. Wrongly placed local light Peter Hasle

  11. Assessment of the most common lean changes during intervention for OHS • Most changes positive for OHS • But risk of risk of increasing repetitive strain with TMS and bottleneck analysis • Depend on standard times and production targets calculated by management Peter Hasle

  12. The power of division of labour • Production of needles (Adam Smith, 1776) • The traditional craft: a few pin a day • Division of labour (same technology): 4,800 pins a day • Drawing wire, straithening wire, cutting, pointing, grinding top, making head and much more – altogether 18 operations Peter Hasle

  13. Time and motion studies build on “Scientific management” • Frederick W. Taylor (1856-1915) • Focus on soldiering • Mistrust workers - only interest in working as little as possible • A fair pay for a fair days work • Scientific methods used to establish the objective amount of work required to achieve a certain pay • Divide work in planning (by management) and execution by workers • Study work task in a scientific manner (time-motion studies) • Select, train and develop each employees on a scientific basis • Detailed instructions and supervision of each worker Peter Hasle

  14. Example of bottleneck analysis Peter Hasle

  15. Examples of bottleneck improvements Peter Hasle

  16. Pain and discomfort score before and after intervention(short term indicative effects) Score (max 20) Peter Hasle

  17. Further research • Is risk of RSI increased with shorter cycle times if operations which are quite similar are removed? • What is the overall effect for workers of reducing strain on bottleneck operators and increasing for the easy tasks? • At the same time there may be both reduction and increase of risk • How to avoid the management is increasing SMV and target and thereby increase risks? The good solutions: • Combining tasks • Teamwork • U-cell Peter Hasle

  18. Questions and commentsPeter Haslehasle@business.aau.dkImprovement of Productivity and Occupational Health and Safety (POHS) Project funded by Danida Peter Hasle

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