APPENDIX
ERGONOMICS PROCESSES
Beyond traditional safety and health programs…
Ergonomics is a science serving to bridge production and safety. Its focus is straight-forward -- designing for a better fit between workers and the methods, tools, equipment, and workstations used by workers. A better fit results in safer and healthier jobs. If you are ready to move ahead and address ergonomic issues at your mine, it is important to first consider how you will do this to have an effective process. Some critical elements necessary for successful implementation and integration are provided here as a guide for getting started. Remember, it is important to plan for success.
A CHAMPION FOR ERGONOMICS
The role of a “champion” is to promote and serve as an advocate and leader in applying ergonomic principles for process improvement. Implementing a new process requires leadership. A champion serves in that capacity and works to demonstrate the value of process improvement. It involves a great deal of time, particularly at the beginning during periods of planning and implementation. The organization should support the champion by investing time to this effort. It will significantly increase the odds of successful implementation.
TRAINING
Training is an essential element of an ergonomics process as it results in risk factor identification and problem solving skills. Management’s active support and involvement in the training demonstrates their commitment and support for the process. Management training should show how ergonomics can be applied to reduce musculoskeletal disorder (MSD) risks while fostering a safer and healthier work place. It also serves to demonstrate the value of the ergonomics process from a financial perspective. Successful examples from other companies can be used to demonstrate this point.
Just as with other types of safety hazards, employees should be skilled in recognizing significant risk factors and then be encouraged to report them. A simple card, as shown to the left, can be used by employees to identify and report exposures to MSD risk factors. Existing reporting forms can also be modified to include risk factors. Employees should be taught steps they can take individually to reduce their exposures, such as adjusting their work station to eliminate awkward postures. Training employees to report risk factor exposures is just the beginning.
IDENTIFYING / EVALUATING / CONTROLING RISK FACTORS
To reduce exposures to risk factors, a procedure should be developed that ensures:
· Identification of risk factors
· Evaluation of risk factors in terms of root cause and level of exposure
· Development of solutions that reduce or eliminate risk factors
Once a risk factor exposure is identified, an ergonomics coordinator or team should then evaluate the risk factor exposure and determine the appropriate action for addressing the exposure. Remember, there can be many reasons for the exposure – consider the method, tools, equipment, work station and environment. A procedure, as shown below, should be followed to ensure adequate evaluation and to determine an effective solution. Involving employees in the development of a solution will usually enhance the acceptance of the solution by the employees.
TRACKING PROGRESS
Quantifying the effectiveness of your ergonomics process depends strongly on the organization and the goal of the ergonomics process. It is common to see benefits measured in the number of work days lost, number of injuries/illnesses, number of near-misses, or changes in workers’ compensation costs. But for some organizations, particularly small companies with limited injuries and illnesses, these measures may not be suitable. In such instances, use of survey tools, such as the Musculoskeletal Discomfort Survey Form, may be more useful. Another constructive approach may be to quantify exposure levels of risk factors before and after the implementing an intervention. For example, the distance an item is carried during a work shift may be measured before and then again after an intervention has been applied. Other examples include posture improvements, reducing the number of lifts completed, and reducing the number of repetitions performed. If you follow a behavior-based safety model, then risk factor exposures may be tracked with this system. As interventions are implemented, fewer exposures to risk factors should be observed.
INTEGRATING ERGONOMICS
An ergonomics process can be implemented as a stand-alone activity or as an add-on to an existing process, such as a company’s the safety and health program. Regardless of the approach, it is important to fully maximize the effectiveness of the ergonomics process by integrating it with other processes that affect worker safety and health and the workplace. Examples of processes that could benefit from ergonomic input include:
o Purchasing new equipment and tools
o Purchasing personal protective equipment
o Designing new or modifying existing facilities, production lines or work stations
o Determining work shifts and schedules
o Modifying work practices or procedures
Applying ergonomics to these processes at the planning stage will not only prevent the introduction of risk factors into the workplace, it will avoid costly reengineering efforts to correct situations. Incorporating ergonomics into planning moves an ergonomics process from a reactive to a truly proactive mode.