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