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Ergonomics

Ergonomics. THE ERGONOMIC PROCESS. There are two approaches to ergonomics: Pro-active intervention (NIOSH Model) Reactive intervention. ERGONOMICS. Ergonomics is simply the study of work. It is the science of designing the job, machine, or process to fit the worker .

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Ergonomics

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  1. Ergonomics

  2. THE ERGONOMIC PROCESS • There are two approaches to ergonomics: • Pro-active intervention (NIOSH Model) • Reactive intervention

  3. ERGONOMICS • Ergonomics is simply the study of work. • It is the science of designing the job, machine, or process to fit the worker. • In the past, the worker has been replaceable. This is no longer an acceptable attitude.

  4. ERGONOMICS • There are several approaches to controlling musculoskeletal disorders (MSD). • Proactive • Reactive • Congress would like to pass an ergonomics rule.

  5. THE ERGONOMIC PROCESS • A simple proactive approach to this process can be taken from the model derived from the National Institute for Occupational Safety and Health (NIOSH). • http://www.gov/niosh/ergo page.html

  6. NIOSH ERGONOMIC PROCESS • Looking for signs of work-related musculoskeletal disorders. • Looking at the 300 Log • Looking at job or work conditions • Job Hazard Analysis • Trade publications • Increasing "line" speed or increase productivity

  7. NIOSH ERGONOMIC PROCESS • Management's commitment to solve problems. • Policy Statements • Ergonomics meetings • Resource commitment • Goal setting to reduce injuries • Information on ergonomics • Evaluation tools

  8. NIOSH ERGONOMIC PROCESS • General and specialized training • Awareness training • Identify symptoms • Risk factors • Reporting procedures • Job Hazard Analysis (JHA) • Problem solving

  9. NIOSH ERGONOMIC PROCESS • Collecting and assessing data and information. • Follow up on paperwork • Review 300 Log • Conduct symptom surveys • Medical exams • Screening for risk factors

  10. NIOSH ERGONOMIC PROCESS • Developing and evaluating control strategies. • Engineering Controls • Remove by design • Administrative Controls • Work practices • Personal Protective Equipment (PPE) • Does it work • Note: This is based on NIOSH's Ergonomics Philosophy.

  11. NIOSH ERGONOMIC PROCESS • Health care management • Employer Responsibilities • Encourage early evaluation • Employee Responsibilities • Participate in health care • Job Issues • Job placement • Early reporting • Note: This is based on NIOSH's Ergonomics Philosophy.

  12. NIOSH ERGONOMIC PROCESS • Creating a pro-active ergonomic program. • Prevention • Policy • Decision making • Design • Note: This is based on NIOSH's Ergonomics Philosophy.

  13. NIOSH ERGONOMIC PROCESS • Follow-up, follow-up, follow-up • An ongoing program must be implemented and supported by management. • Workers must be encouraged to participate in the ergonomics program. • Note: This is based on NIOSH's Ergonomics Philosophy.

  14. REACTIVE • If it hurts, there is something wrong. • If it hurts, do something about it. • If it hurts, contact your supervisor.

  15. REACTIVE • If you are the supervisor and you don't know what to do about it, contact: • Medical Personnel • Insurance Company • Michigan Consultation Education & Training (CET) at 517 322 1809 and ask for help

  16. A Reactive Approach • There are many different approaches. • The following is just a starting point:

  17. A Reactive Approach • Evaluate: Injury Rates and Costs • Gain: Management Commitment • Talk: With Employees • Select: Several Key Processes • Adjust: Targeted Processes • Train: Employees & Management • Modify: Balance of Processes • Review & Repeat: on a Regular Basis

  18. When You Are It! • If you are the person who is responsible for trying to solve the ergonomic problem, you have a responsibility to all employees and a responsibility to management.

  19. GAIN MANAGEMENT's COMMITMENT • Management must be convinced of the cost effectiveness of ergonomics. • Management must follow the legal rules. • Management must provide the money to start The process and continue ergonomics evaluation and controls.

  20. TALK TO EMPLOYEES • Gather information • Employees may not talk to management's representatives. • Try to locate someone who is neutral or is very well accepted by both hourly workers and management. • Trust is the key issue.

  21. TALK TO EMPLOYEES • Talk to individual employees on all shifts. • Ask them where it hurts, and if there is any modifications that would make the job easier. • Most solutions come from the employees themselves. • Maintain employee anonymity if required and legal.

  22. Workers are the Experts • Managers do not run the machine or process for 40-60 hours per week. • Managers are not physically held to production schedules that may be unrealistic. • Managers are not the ones getting hurt and are too sore to play with their CHILDREN/GRANDKIDS!

  23. SELECT KEY PROCESSES • Select several key processes which are causing excess injuries from your hazard assessment or from employee complaints i.e. moving patients. • The employees in these areas must be involved in the solution.

  24. ADJUST SELECTED PROCESSES • For those key areas that produce frequent injuries: • Make adjustments to minimize the stress. • Buy equipment if necessary. • Check with the employees to see if it helps them.

  25. TRAIN EMPLOYEES • Train all employees in Ergonomics. • Get testimonials from those workers who were helped by the earlier changes you made to their job process or equipment. • Tell them that they are not paid enough to go home each night injured and hurting.

  26. TRAIN EMPLOYEES • Encourage employees to participate. • 80% of the “fixes” to the processes or equipment will come from the employees.

  27. TRAIN EMPLOYEES • Develop an ergonomics form so the employee can document "where it hurts" and "what might be done" to improve the process or work area. • Let them know that management has made a commitment to minimize the physiological stress of the workplace, but they must participate if the ergonomic process is going to work.

  28. TRAIN MANAGERS SEPARATELY • Regardless of how good relations are between management & labor, many hourly employees will not participate in the process if management personnel are in the same room. • They are afraid of repercussions. • Management's commitment may be driven by $$$$$.

  29. TRAIN MANAGERS • Advise managers of the cost of each accident type per department. • Use graphics. • Discuss rising workers compensation costs and potential liability. • Discuss lawsuits. • Managers must enforce ergonomics. • If enforcement is not part of the process, the process will fail.

  30. MODIFY THE REST OF THE PROCESS • Modify the tasks. • Modify the process. • Modify the machine. • Modify the workload. • Modify the workstation. • Modify the worker attitude • Modify the work environment.

  31. Review & Repeat • Follow-up • Review the progress frequently • Make adjustments as necessary • Repeat the process often • Repeat • Repeat

  32. Follow Up • If it does not work the first time, Try Again!

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