کارگاه آموزشی ارگونومی

کارگاه آموزشی ارگونومی

سرفصل مباحث ارگونومی- تعریف- اهداف- ناراحتی های اسکلتی عضلانی
ارگونومی- تعریف- اهداف- ناراحتی های اسکلتی عضلانی آنالیز شغل برنامه ارگونومیکی متابلیسم- کارسنجی ارزیابی پوسچر به روش OWAS و RULA حمل و نقل دستی بار

Ergonomics Awareness OR-OSHA 201 1003

Goals At the end of this presentation you will be better able to:
Describe the concept and purpose of ergonomics. Identify personal, job, and environmental ergonomic risk factors. Discuss the importance of proper workstation design. Describe the steps in establishing an ergonomics program.

Form Groups

Basic concepts Ergonomics: What is it?
Definition. The scientific study (Greek - nomos) of human work (Greek - ergon). Strategy. Ergonomics considers the physical and mental capabilities and limits of the worker as he or she interacts with tools, equipment, work methods, tasks, and the working environment.

ERGONOMICS GBP INTRODUCTION TO ERGONOMICS
THE SCIENCE OF OPTIMISING THE INTERACTIONS BETWEEN THE PERSON THE JOB AND THE ENVIRONMENT. OPTIMISING , MAKE THE BEST OR MOST EFFECTIVE USE (L.OPTIMISE BEST) JOB , E.G.. ASSEMBLING MOBILE PHONES (CAN WE OPTIMISE?) PERSON E.G.. EMPLOYEE (CAN WE OPTIMISE?) THE ENVIRONMENT (CAN WE OPTIMISE?) YES ! ERGONOMICS AIMS TO CREATE A SAFE COMFORTABLE WORKPLACE SO WHY IS IT SO IMPORTANT ? GBP ERGONOMICS

ERGONOMICS GBP BENEFITS OF ERGONOMICS
INCREASE IN PRODUCTIVITY INCREASE IN QUALITY INCREASE IN EMPLOYEE MORALE DECREASE IN ABSENTEEISM DECREASE IN (RSI) REPETITIVE STRESS INJURIES TASKS THAT CAUSE RSI’s OFTEN HAVE: DECREASED PRODUCTION RATES AND POOR QUALITY HIGH ABSENTEEISM AND A HIGH TURN OVER OF STAFF HIGH MATERIAL WASTE FREQUENT REST BREAKS AND LOW MORALE THE ABOVE COST YOU MONEY !! GBP ERGONOMICS

Basic concepts Ergonomics: What is it?
Goal. Reduce work-related musculoskeletal disorders (MSDs) by adapting the work to fit the person, instead of forcing the person to adapt to the work. Principle. Since everything is designed for human use or consumption, human characteristics should be considered at the beginning of the design process.

Ergonomics includes Ergonomics Occupational Anthropometry Therapy
Human Factors Engineering Bio-Mechanics

Less than 4% of a large sample had 3 average dimensions. Human Factors Engineering Bio-Mechanics

Human Factors Engineering Bio-Mechanics

Work Related Muscular Skeletal Disorders (WMSD’s)
Cumulative Trauma Disorders (CTD) Repetitive Trauma Disorders (RTD) Repetitive Strain Injuries (RSI) Repeated Motion Disorders (RMD Overuse Syndrome

WMSDs Injuries Show Up Everywhere
Hands , wrists, elbows and shoulders Back and neck Hips, knees and ankles Muscle Strains Tendonitis Bursitis Low Back Pain Carpal Tunnel Reynauds Syndrome Symptoms include Discomfort, pain, fatigue, swelling, stiffness, and numbness and tingling. The wimp factor: If you are bleeding, you get credit for physical pain. Soft tissue injuries we tend to ignore.

Muscles Tendons Ligaments Bones Nerves Blood Vessels Disks

Work Related Musculoskeletal Disorders: A General Introduction

Work Related Musculoskeletal Disorders (WMSDs)
Many occupational injuries and illnesses can be attributed to poorly designed job tasks or equipment that lacked application of proper ergonomic principles in their design. These ergonomic related illnesses are commonly referred to as "Work-Related Musculoskeletal Disorders." The term "work-related musculoskeletal disorders" is often abbreviated as "WMSDs".

WMSDs: What are they? What are WMSDs you may ask? Well, to explain WMSDs properly, let's break the term "Work-Related Musculoskeletal Disorders" into its components and discuss each. To start with, musculoskeletal disorders are disorders of the musculoskeletal system. That means that they are related to the muscles, nerves, tendons, ligaments, cartilage, and joints of the body. Typically, musculoskeletal disorders are not sudden "injuries", but are rather "illnesses" that develop gradually over time. This process can take weeks, months, or even years.

WMSDs: What are they? (continued from previous slide):
Musculoskeletal disorders are commonly a result of repeated mechanical stresses on the body. Musculoskeletal disorders can result in losses of mobility and strength. "Work-Related" means that the person's occupation played a role in development of the condition, or made a preexisting condition worse. Note: Many injuries/illness that are referred to as “Work Related Musculoskeletal Disorders” can also occur without contribution by a person’s job. It is entirely possible and plausible that a person may exhibit signs/symptoms of WMSDs which are NON-OCCUPATIONAL in origin.

WMSDs: Definition Therefore, from the individual components of the term "Work-Related Musculoskeletal Disorders," a definition can be given as: Disorders of the musculoskeletal system that have developed gradually over time, and which can be attributed, either completely or in part, to a person's occupation and related workplace conditions.

WMSDs vs. Acute Injuries
It is critical to understand that WMSDs are not disorders that occur from a single event or accident, but are rather illnesses that have gradually developed from chronic workplace and occupational conditions. Acute injuries, on the other hand, are physical trauma that can be related to a single event and involve an immediate onset of pain.

WMSDs vs. Acute Injuries
Examples of acute injuries include fractures, sprains, and strains. Examples of WMSDs, on the other hand, include:

WMSDs: Tendinitis Tendinitis is defined as inflammation of a tendon.
Tendons are connective tissue that link muscle to bone, and allow for translation of muscular contraction into skeletal movement. Undue physical force and repetitive motions can cause inflammation of the tendons. Tendonitis can occur wherever tendons connect muscle to bone.

WMSDs: Tenosynovitis Tenosynovitis is defined as inflammation of a tendon sheath. Tendon sheaths provide lubricated pathways in the human body within which tendons can move freely along their designed axis of movement. The sheath minimizes friction and helps to protect the tendon. The sheaths are made of a form of connective tissue. Repetitive motion can cause inflammation of the sheath.

WMSDs: Carpal Tunnel Syndrome
CTS is a “clinical diagnosis of compression of the median nerve within the carpal tunnel.” The carpal tunnel is a location where several tendons and the median nerve pass through the wrist, connecting to the fingers of the hand. When pressure in the carpal tunnel is increased (possibly due to tendonitis, tenosynovitis, or trauma to the bones of the wrist), pressure is placed upon the median nerve, causing inflammation of the nerve. This can result in symptoms of numbness, tingling or burning in the area of the hand innervated by the median nerve (first 3 fingers).

WMSDs: Epicondylitis Inflammation of the tendons that anchor the muscles of the forearm to the elbow. Repetitive use of these muscles and tendons, in maneuvers such as grasping, twisting, and gripping, can cause inflammation. Examples: Lateral - Tennis Elbow Medial - Golfer's Elbow

ERGONOMICS GBP RSI (REPETITIVE STRESS INJURIES ) ARE:
TENDINITIS: THE SWELLING OF THE TENDONS WHICH ATTACH THE MUSCLE TO THE BONE CARPAL TUNNEL SYNDROME (CTS):THE TRAPPING OF THE NERVE AS IT PASSES THROUGH THE BASE OF THE WRIST. GANGLIONIC CYSTS:SMALL NODULES WHICH DEVELOP ON THE FINGERS OR WRIST. TRIGGER FINGER: A NODULE FORMS ON THE FINGER TENDON OR A GROVE DEVELOPS IN THE TENDON. DEQUERVAINS DISEASE: THE TENDONS IN THE BASE OF THE THUMB AND THE SIDE OF THE WRIST BECOME IRRITATED BUT THE WAY THAT WE NORMALLY SEE THEM IS NECK OR BACK PAIN GBP ERGONOMICS

ERGONOMICS GBP MUSCLE STRAINS AND SPRAINS
MUSCLES EXERT FORCES TO CREATE MOVEMENT AND TO HOLD THE BODY IN VARIOUS POSTURES. MUSCLES WHICH ARE STRESSES CAN LEAD TO MUSCLE STRAINS AND SPRAINS WHICH LEAD TO CHRONIC PAIN AND TISSUE DEGENERATION. THE MOST COMMON IS LOWER BACK PAIN. CAUSES OF MUSCLES STRAINS AND SPRAINS HIGHLY REPETITIVE EXERTIONS EXERTIONS IN AWKWARD POSTURES EXERTIONS WITH EXTERNAL LOADS SO WHAT CAN BE DONE TO HELP PREVENT RSI’S ? GBP ERGONOMICS

ERGONOMICS GBP HOW TO REDUCE RSI’S 1 USE ANTHROPOMETRIC DATA
2 REDUCE THE NUMBER OF REPETITIONS 3 REDUCE THE FORCE REQUIRED 4 ELIMINATE AWKWARD POSTURES GBP ERGONOMICS

ERGONOMICS GBP 1 USE ANTHROPOMETRIC DATA 90% OF THE POPULATION
ANTHROPOMETRIC DATA IS THE DATA COLLECTED FROM A CROSS SECTION OF THE POPULATION TO LOOK AT THE STANDARD DISTRIBUTION OF SHAPE AND SIZE. TYPICAL ADJUSTABLY RANGE 90% OF THE POPULATION 0% 100% 50% 5% 95% PERCENTILE GBP ERGONOMICS

ERGONOMICS GBP 2 REDUCE THE NUMBER OF REPETITIONS
DECREASE PRODUCTION RATES LIMIT OVERTIME CHANGE METHOD PROVIDE MECHANICAL ASSISTS AUTOMATE WHENEVER POSSIBLE CHANGE PRODUCT DESIGN ROTATE EMPLOYEES PERFORM RELIEF EXERCISES AND TAKE MANY BREAKS INCREASE THE NUMBER OF EMPLOYEES TO EACH TASK EXPAND THE NUMBER OF TASKS GBP ERGONOMICS

ERGONOMICS GBP 3 REDUCE THE FORCE REQUIRED
USE POWER TOOL AND ASSISTS WHEREVER POSSIBLE USE ALL OF THE HAND TO GRIP INSTEAD OF JUST THE FINGERS SPREAD THE FORCE OVER AS WIDE AN AREA AS POSSIBLE PROVIDE ADEQUATE GRIPPING SURFACES USE JIGS AND PRODUCTION AIDS (ERGONOMICS) GBP ERGONOMICS

ERGONOMICS GBP 4 ELIMINATE AWKWARD POSTURES i) THE HEAD AND NECK
ii) THE TORSO AND BACK iii) THE ELBOW AND SHOULDER iv) THE HAND AND WRIST GBP ERGONOMICS

ERGONOMICS GBP THE HEAD AND NECK HEAD TO SIDE NEUTRAL FLEXION
EXTENSION GBP ERGONOMICS

ERGONOMICS GBP THE TORSO AND BACK OTHER POSTURES INCLUDE:
LATERAL AND TWISTING LUMBAR FLEXED TORSO AND BACK EXTENDED TORSO AND BACK NEUTRAL GBP ERGONOMICS

ERGONOMICS GBP THE ELBOW AND SHOULDER NEUTRAL ELBOW FLEXION
ELBOW EXTENSION 90-110’ <90’ >110’ GBP ERGONOMICS

ERGONOMICS GBP THE HAND AND WRIST NEUTRAL EXTENSION FLEXION ULNAR
DEVIATION RADIAL DEVIATION GBP ERGONOMICS

ERGONOMICS GBP AN ERGONOMIC WORKSTATION INCORRECTLY SET-UP <90’

ERGONOMICS GBP AN ERGONOMIC WORKSTATION CORRECTLY SET-UP 90-110’

ERGONOMICS GBP WORK SURFACE HEIGHT
THE WORK POSITION SHOULD BE FULLY ADJUSTABLE SO THAT EACH EMPLOYEE CAN ADJUST THE WORK AREA TO FIT THEIR ANTHROPOMETRIC REQUIREMENTS. DIFFERENT TASKS NEED DIFFERENT WORK HEIGHTS FOR PRECISION WORK THE WORK PIECE SHOULD BE AT ELBOW HEIGHT OR 2” ABOVE FOR LIGHT ASSEMBLY WORK THE WORK PIECE SHOULD BE 2-4” BELOW THE ELBOW HEIGHT FOR HEAVY WORK THE WORK PIECE SHOULD BE 4-8” BELOW THE ELBOW ALSO THE NEED OF A CHAIR SHOULD BE TAKEN INTO CONSIDERATION GBP ERGONOMICS

ERGONOMICS GBP THE NEED OF A CHAIR THE CORRECT USE OF THE CHAIR
IF THE TASK AT HAND REQUIRES NO LARGE FORCES THEN A CHAIR SHOULD BE USED FOOT RESTS ARE REQUIRED TO GIVE THE JOINTS IN THE LEG THE CORRECT POSTURE THE CORRECT USE OF THE CHAIR CHAIRS SHOULD BE ADJUSTED AT THE BEGINNING OF EACH SHIFT ALLOW 7-10” CLEARANCE BETWEEN SEAT PAN AND THE BOTTOM OF THE BENCH FEET SHOULD NOT REST ON THE BENCH FRAME CROSS MEMBER THIS GIVE NO SUPPORT TO STOP THE FOOT EXTENDING. LUMBAR SUPPORT SEAT PAN GAS LIFT GBP FEET OR CASTORS BASE ERGONOMICS

ERGONOMICS GBP A GOOD WORK AREA ORGANIZATION
MINIMIZE REACHING UPWARDS, TO THE SIDE AND BEHIND ALL TOOLS AND PARTS TO BE PLACED BETWEEN SHOULDER AND ELBOW HEIGHT AND WITH THE FLEXABILITY TO BE MOVED INTO ANYBODY’S REACH ORGANIZE AREA TO ELIMINATE TWISTING A GOOD PLACEMENT OF TOOLS AND PARTS IS SHOWN BELOW A - DIRECT WORK AREA 6”-14” B - OFTEN ACCESSED ITEMS 14”-16” C - REARELY ACCESSED ITEMS 16”-22” C GBP B A ERGONOMICS

The Worker The Environment The Job
Ergonomic risk factors interact in three areas: Worker characteristics are different in each of us and affect the kind and amount of work that we can perform. When considering worker characteristics include the following: Consideration * Height * Weight * Reach * Fitness (aerobic capacity) * Physical Limitation * Strength * Range of motion Posture The Worker The Environment The Job

Risk factors inherent in the worker
Physical, psychological and non-work-related activities may present unique risk factors.

Risk factors inherent in the job
Work procedures, equipment, workstation design may introduce risk factors.

Risk factors inherent in the environment
Physical and psychosocial "climate" may introduce risk factors.

Ergonomic Risk Factors
What risk factors might the worker bring to the job?

What risk factors does the job itself (equipment, tools, procedures) bring to work?

What actions or movements are required to complete a task?

What are risk factors the environment imposes on the worker?

Physical Risk Factors Awkward postures
Body postures determine which joints and muscles are used in an activity and the amount of force or stresses that are generated or tolerated.

Physical Risk Factors Forceful exertions
increased weight and bulkiness of a load awkward posture, speeding up of movements, increased slipperiness vibration, pinch grip small or narrow tool handles

Physical Risk Factors Repetitive motions Duration
Fatigue and muscle-tendon strain can accumulate if motions are repeated frequently Duration Duration refers to the amount of time a person is continually exposed to a risk factor.

Physical Risk Factors Frequency Frequency refers to how many times a person repeats a given exertion within a given period of time. Contact stresses Repeated or continuous contact with hard or sharp objects such as non-rounded desk edges or unpadded, narrow tool handles

Physical Risk Factors Vibration
Exposure to local vibration occurs when a Specific part of the body comes in contact with a vibrating object, such as a power handtool. Exposure to whole-body vibration can occur while standing or sitting in vibrating environments or objects, such as when operating heavy-duty vehicles or large machinery.

Physical Risk Factors Other conditions
Workplace conditions that can influence the presence and magnitude of the risk factors for MSDs can include: cold temperatures, insufficient pauses and rest breaks machine paced work, and unfamiliar or unaccustomed work

Psychosocial Risk Factors
I'm in control I'm out of control!

Why does the probability of an injury or illness increase when stress becomes distress?
What management policies/practices and employee behaviors might cause distress in the workplace? Example: Unreasonable workload

Lifting/Lowering Five Activities Involved in Manual Materials Handling
Lifting is to raise from a lower to a higher level. Lowering is the opposite activity from lifting. Try to lift from a position no lower than the knees and no higher than the shoulders. List ways to reduce risk factors associated with lifting and lowering.

Pushing/Pulling Pushing is to press against with force in order to move the object. The opposite is to pull. If you have to choose, it’s best to push an object. List ways to reduce risk factors associated with pushing and pulling

Twisting Moving the upper body to one side or the other while the lower body remains in a relatively fixed position. Twisting can take place while the entire body is in a state of motion. List ways to reduce risk factors associated with twisting.

Carrying Having an object in ones grasp or attached while in the act of moving. The weight of the object becomes a part of the total weight of the person doing the work. List ways to reduce risk factors associated with carrying.

Holding Having an object in ones grasp while in a static body position. List ways to reduce risk factors associated with twisting.

Static vs Dynamic muscular effort Blood needed vs. Blood flow
Resting Dynamic Effort Static Effort

Physical stresses imposed on the musculoskeletal system while working
Compressive forces on L5/S1 disc exceeding 550 lbs. (250 kg.) causes four times the injuries than forces of less than 550 lbs. Twisting in the middle of a lift amplifies these forces on the lower back. What job, more than any other, causes more lower back injuries? Why? C1 2 Cervical Area 3 4 5 6 C-7 T1 2 3 4 5 Thoracic Area 6 7 8 9 10 11 T-12 L1 2 3 4 Lumbar Area L-5 S1 Sacral Area L5 / S1 disc.

The discs allow flexibility in your spine and act as shock absorbers
The discs allow flexibility in your spine and act as shock absorbers. The center of the disc is jelly-like. It is surrounded by tough rubber-like bands of tissue that are attached to the bones (vertebral bodies.)

The Great Herniated Tomato Experiment

Body Mechanics: The Arm-Lever Equation
Effort (E) Effort Distance (DE) Load (L) Load Distance (DL) DE = 2 in. DL = 22 in. E = 550 lbs. L = 50 lbs. E+L = 600 lbs. E x DE = L x DL E/L = DL/DE Why is it important to decrease the distance of the load (DL)?

The following illustration shows the sources of force on L5/S1 disc
The following illustration shows the sources of force on L5/S1 disc. It does not address the impact of added forces during twist/bend lifting and backward bending situations. Force on the lower back increases as each angle increases. Angle from upper vertical of trunk A Angle from lower vertical of upper arm B Angle from upper vertical of lower arm C

Lifting Safety: Tips To Help Prevent Back Injuries
Have you checked the object before you try to lift it? Test every load before you lift by pushing the object lightly with your hands or feet to see how easily it moves. This tells you about how heavy it is. Remember, a small size does not always mean a light load.

Is the load you want to lift packed right?
Make sure the weight is balanced and packed so it won't move around. Loose pieces inside a box can cause accidents if the box becomes unbalanced.

Is it easy to grip this load?
Be sure you have a tight grip on the object before you lift it. Handles applied to the object may help you lift it safely.

Is it easy to reach this load?
You can be injured if you arch your back when lifting a load over your head. To avoid hurting your back, use a ladder when you're lifting something over your head.

What's the best way to pick up an object?
Use slow and smooth movements. Hurried, jerky movements can strain the muscles in your back. Keep your body facing the object while you lift it. Twisting while lifting can hurt your back. Keep the load close to your body. "Lifting with your legs" should only be done when you can straddle the load. To lift with your legs, bend your knees to pick up the load, not your back. Keep your back straight. Try to carry the load in the space between your shoulder and your waist.

How can I avoid back injuries?
Pace yourself. Take many small breaks between lifts if you are lifting a number of things. Don't overdo it--don't try to lift something too heavy for you. If you have to strain to carry the load, it's too heavy for you. Make sure you have enough room to lift safely. Clear a space around the object before lifting it.

Look around before you lift and look around as you carry
Look around before you lift and look around as you carry. Make sure you can see where you are walking. Know where you are going to put down the load. Avoid walking on slippery and uneven surfaces while carrying something. Get help before you try to lift a heavy load. Use a dolly or a forklift if you can.

NIOSH Lifting Model (National Institute for Occupational Safety and Health)
Determines what the maximum load should be, given the following characteristics: Weight of the object lifted. Position of load with respect to the body; starting and ending point of horizontal and vertical distances. Frequency of lift per minute. Duration of lift. Occasional = less than 1 hr/day. Continuous = greater than 1 hr/day.

NIOSH guidelines apply to infrequent lifts with loads which are symmetrically balanced in front of the body. NIOSH Lifting Summary

Ergonomics in the Office

Illumination & Glare Air Quality
Risk factors the environment brings to the job Develop at least “rules of thumb” for each environmental factor. Illumination & Glare Temperature Air Quality Humidity Noise Color

Risk factors equipment brings to the job
Document Holder Palm support Monitor Work surface Back support Keyboard Knee space Base Foot rest Seat pan

Risk factors the task brings to the job
Neck Eyes Hand/Wrist Shoulder Back Forearm Elbow Hip Thigh Feet

Controlling Risk Factors
Recommendations for controlling risk factors include: Ask employees in the problem job for recommendations Identify, assess and implement feasible controls Track your progress I Identify and evaluate MSD hazards Informal Process Used to Analyze Problem Jobs and Develop Controls All of the facilities in our review used a simple, fairly informal procedure to analyze problem jobs, as compared with some of the more complex options detailed in the literature. Often the facilities’ efforts focused only on the particular job element that was thought to be the problem (for example, drilling or lifting). Facilities also said the process for developing controls was informal, relying heavily on brainstorming and the use of in-house engineering and medical resources. In some cases, facilities did conduct a detailed job analysis when the problem job was particularly complex, hazardous, or labor intensive. Also, while typically able to develop controls using in-house resources, the facilities on occasion used consultants and other external resources to develop controls for problem jobs. The process used to develop controls was typically iterative, in that the ergonomics staff at these facilities continually reviewed the job in question to ensure that the control was working. In some cases, eliminating the hazard would have been difficult without significant capital investment in a soon-to-be-phased-out product or without disruption to the production process. In other instances, even when a control was identified, resource limitations sometimes extended the length of time it took to introduce the control. However, officials emphasized that they always tried to take some kind of action on all problem jobs. Facilities used a mix of the controls described in the literature in their attempts to eliminate or reduce ergonomic hazards for problem jobs, generally preferring “low-tech” engineering controls—those that did not require significant capital investments and did not drastically change the job’s requirements. The examples illustrate the processes used by these facilities to identify problem jobs and the types of controls used. Developing Controls by Brainstorming and Using In-House Resources Officials at all of the facilities said brainstorming was key to developing controls. At the Navistar facility, for example, the ad hoc committee informally develops prospective solutions and looks at other operations within the facility with similar job elements to get ideas for controls. Facility officials at Texas Instruments also said that, in addition to their own employees and line supervisors, their production engineering department was also a resource for developing controls on more complex or technical jobs. In other instances, outside resources were important contributors to developing effective controls. For example, the AMP facility regularly works out arrangements for vendors or suppliers to provide tools and equipment at no cost to the facility so the facility can test the products before purchasing them. Through AMP’s Ergonomic Prototype Work Centers, which are set up within each work area, these tools are then evaluated by the employees themselves in alternative workstation layouts. The Texas Instruments facility has used a consultant to help develop controls for its at-risk jobs, including its manual electronic assembly job. Because recommendations for controls came from the consultant, the ergonomics team found it was easier to get management buy-in to make the necessary job changes. Developing Controls Is an Iterative Process Ergonomics staff assess how well a control is working and, if necessary, continue to address the problem job. At AMP, the ergonomics VAM team administers the same Ergonomic Evaluation Form that is administered when first analyzing the job after the controls are in place to determine whether or not they are working. At the Texas Instruments facility, an adjustable-height workstation design was tested on the production floor, and employee feedback revealed that it was unstable and allowed products to fall off. Using this feedback and working with a vendor, the ergonomics staff developed a new design. The result was an adjustable table, referred to as “Big Joe” (essentially a fork lift with the wheels removed), which proved to be much more stable. Because the Navistar facility is still not satisfied with controls introduced to address its “pin job,” which it described as its most onerous job, it also is taking an iterative approach. The pin job requires several employees to manually handle the heavy frame of a truck in order to attach it to the axle. Because of the significant force, “manhandling,” and vibration involved, the ergonomics staff has focused considerable effort on controlling this job. However, changing the product and the line is difficult to justify, given constraints associated with the facility’s design. In the meantime, facility officials have tried to reduce employees’ exposure using administrative controls and personal protective equipment and have recently formed a special committee of line employees to develop ideas for controls for this job. According to Navistar Officials, this committee has been given 6 months, an “unlimited” budget, and the latitude to consider alternative design options for the production line. In some cases, facilities made efforts to ensure the long-term effectiveness of controls they had implemented. For example, both the Texas Instruments and American Express Financial Advisors facilities had developed databases that contained the results of workstation evaluations and employee preferences. At both of these facilities, employees are relocated frequently, so the information in the databases is used to ensure that, when an employee is relocated, his or her new workstation will be properly set up.

Hazard Control Strategies
Control strategies to immediately correct hazardous conditions and unsafe behaviors. Engineering controls. Eliminates/reduces hazards that existed through equipment redesign, replacement, and/or substitution.

Changing the way materials, parts, and products can be transported
Changing the process or product to reduce worker exposures to risk factors Changing workstation layout Changing the way parts, tools, machinery and materials are to be manipulated Changing tool designs Changes in materials and fasteners Changing assembly access and sequence. Focus on Low-Tech Engineering Controls The Navistar facility installed hoists to lift heavy fuel tanks and mechanical articulating arms to transport carburetors. It is gradually replacing “impact” guns—which are used to drill in bolts—with “nutrunner” guns, which expose employees to lower levels of vibration. American Express Financial Advisors has adjusted employee workstations (for example, repositioned monitors, designed corner work surfaces, and provided equipment to support forearm use) and introduced ergonomic chairs for employees’ use. Facilities also used administrative controls, particularly for problem jobs where they have been unable to eliminate the ergonomic hazards through engineering controls. For example, in the re-reeling job at the AMP facility, employees are rotated every 2 hours so they are not reeling the same product over long periods of time. The Texas Instruments facility also uses job rotation to protect circuit board welders from ergonomic hazards and other administrative controls rather than major investments, particularly when the product is soon to be discontinued. Some of the facilities also used personal protective equipment; for example, the Navistar facility has made extensive use of such equipment as padded gloves and elbow supports to provide protection and absorb vibration.

Management controls. Reduce exposure to the hazard by controlling behaviors through design of work procedures, schedules, use of personal protective equipment. Examples include: Broadening or varying the job content to offset certain risk factors (e.g., repetitive motions, static and awkward postures) Training in the recognition of risk factors for MSDs and instruction in work practices that can ease the task demands or burden

Adjusting the work pace to relieve repetitive motion risks and give the worker more control of the work process Reducing shift length or curtailing the amount of overtime Rotating workers through several jobs with different physical demands to reduce the stress on limbs and body regions Scheduling more breaks to allow for rest and recovery

What control measures might work to correct the hazard in this photo?
Engineering controls? Management controls?

Implementing Control Strategies
To effectively implement control strategies: Carefully plan the change - make small changes Conduct limited trials or tests of the selected solutions Study the effects of the change Adopt, abandon or revise as needed Once the change is adopted, implement full-scale Conduct follow-up evaluating of control strategies

Testing and evaluation
. Limit the variables. Abandon, revise, add controls.

Making modifications or revisions
Conduct further testing to ensure that the correct changes have been made, followed by full-scale implementation Designating the personnel responsible creating a timetable considering the logistics necessary for implementation

Conducting An Effective
Job Hazard Analysis An introduction to the “Five Step Process” of Job Hazard Analysis (JHA)

Welcome! Introductions Name, Position – Job Title
Tell us about yourself What do you know about Job Hazard Analysis (JHA’s) ? Welcome to the Basic Job Hazard Analysis (JHA) Workshop This workshop is designed to include you as much as possible in the learning experience. It targets the workers, supervisors, and managers responsible for job safety performance, and introduces a new approach which brings the JHA to the job site floor as a valuable tool that will be integrated into daily operations to improve productivity, quality, profitability and safety. The more you contribute, the more you will get out of this training, so please don’t hold back. . . participate and have fun!

Goals Given the information and exercises in this workshop, you will be able to: Explain to others why JHA’s are important Recognize how the JHA can be a valuable planning, production, profit and safety tool. Know the five-step process and complete a JHA Briefly introduce and discuss the goals for the workshop. Use this opportunity to discuss the benefits of JHA’s and the individuals responsibilities. Typically we will not be expecting the individual to perform a formal JHA for their daily job tasks in the field. Our goal is to help the individual to develop a structured mental process for analyzing their daily tasks. Using the 5 step JHA process to analyze their work activities will help them identify the tools, materials and equipment they will need, develop work methods and procedures for accomplishing the task, identify existing and potential hazards, assessing the probability and risk and perhaps most importantly identifying methods to eliminate or protect against any hazards.

Form Teams Let’s get to work! Elect a team leader
Select a spokesperson Everyone is a recorder From the attendees into groups of at least three but not more than five participants. Have the teams elect a team leader and select a spokes person. Stress that these positions do not automatically go to the most senior employee. Ensure that team leadership opportunities are given to all employees. Everyone is a recorder and is encouraged to take notes during team activities. To develop ownership and participation, encourage the participants to name their teams. Team Names must be socially acceptable and politically correct. Let’s get to work!

JHA Key Terms What’s a Job? What’s a Hazard? What’s an exposure?
What is Analysis? Once teams have been formed, some basic definitions need to be addressed: What is a Job? Any activity (mental or physical or both) that has been assigned to an employee as a responsibility and carries with it both positive and/or negative consequences based on the performance of that job. What is a Hazard? A unsafe condition or practice that could cause injury, illness, or property damage and is preventable. What is an “exposure”? When an employee enters a “danger zone” by virtue of their proximity to the hazard. What is Analysis? The breaking down of a job into its component steps and then evaluating of each step, looking for hazards. Each hazard is then corrected or a method of worker protection (safe practice or PPE) is identified and made a standard of operation.

Activity Workers in their first year with their employer account for more than 50% of disabling claims. Why? ( list three possible explanations ) Workers in their first year with their employer account for more than 50% of the accepted disabling claims. Why? (list three possible explanations) Allow 5 to 10 minutes for the teams to brainstorm this question and prepare at least three answers. After time is up have each group report their answers to the class. Compare and contrast the teams answers and use their observations to generate discussion and to check for understanding. Answer should at least include these answers: Lack of knowledge * Lack of physical ability * Cultural perception of what is acceptable behavior and what is not * Prior training that included unsafe practices

JSA Purpose Effective JHA’s help the employer recognize and control hazards and exposures in the workplace. How might the employee’s perception of a “hazard” differ from that of the employer or supervisor? How does the employee’s perception of a “hazard” possibly differ from that of the supervisor or employer? The employee sees a hazard and wants the supervisor and/or employer to address it right away because the employee may feel threatened or at risk. The supervisor or employer may desire to address the hazard quickly but is often slowed down by the process. Answers to critical questions must be identified. Questions like - is it a real problem - how big a problem is it - what are the options - what is the best way to correct it - who is going to correct it - how long will it take - how much will it cost - is additional training needed .

Activity Why is a JHA more effective than walk-around inspections in reducing accidents in the workplace? Why is JHA more effective than walk-around inspections? When used as hazard recognition, awareness, and training aids, JHAs help to set performance standards, assist in standardization of the operations based on acceptable safe practices and PPE, and provides a form of documentation regarding the employee’s knowledge of the job requirements.

Probability Probability is defined as: the chance that a given event will occur. Explain probability Compare and contrast probability to luck. Instructor could use examples such as the lottery or slot machines to develop an understanding. For example, with slot machines the higher the coin amount (nickels, quarters, dollars, etc.. ) the more coins (1,2 or 3) played at one time the higher the probability of winning a jack pot. Accidents are similar. The greater the hazard or chances taken, and the more often they are taken the greater the probability of an accident. This time the prize will be pain and suffering, the loss of a limb or body part or perhaps the biggest jackpot “Death” Just as more people lose than win at the casinos, Risk takers on the job will also eventually lose. The odds are against short cuts, poor work habits, and unsafe practices

Probability We can determine the safety probability based on the following: The number of employees exposed; The frequency and duration of exposure; The proximity of employees to the danger zone; This discussion is intended to help the student develop an evaluation tool that is objective and based on the terminology used by OSHA. and Safety Professionals. JHAs help us to understand the “probability” of there being an accident and what the “severity” of the injury or illness might be if one does take place. Use the slides to expand the discussion and to develop an understanding of probability and risk

Probability We can determine the safety probability based on the following: Factors which require work under stress; Lack of proper training and supervision or improper workplace design; or Other factors which may significantly influence the degree of probability of an accident occurring.

Probability Rating The probability rating is:
Low - If the factors considered indicate it would be unlikely that an accident could occur; Medium - If the factors considered indicate it would be likely that an accident could occur; or High - If the factors considered indicate it would be very likely that an accident could occur.

Severity The degree of injury or illness which is reasonably predictable.

Severity The severity is based on the following schedule:
Other Than Serious - Conditions that could cause injury or illness to employees but would not include serious physical harm. (first aid for example) Serious Physical Harm - (example: all recordable injuries and illnesses) Death

Decision Making Matrix
4 Probability and Severity factors can be evaluated based on a simple “decision making matrix” . A matrix lets you chart a value for two factors such as probability and severity and rate the combined relationship. For example, let’s assume that you have found a hazardous condition and 25 employees are exposed to it six times each day. You may feel that the probability is “medium” based on these factors. Now you can chart the probability on a matrix . Note that a line has been drawn through the medium row. Now, using the same hazard, let’s assume that the “Severity” factor is determined to be “Serious Physical Harm” because the seriousness will most likely result in a recordable injury with “Serious Physical Harm” column with a line through it. Note that the two lines intersect at the “4”. The combined rating is “4”.

Activity Picking Apples: There are 20 workers picking apples.
The orchard is made up of 400 trees. The workers are paid based on how much each one of them picks. Well-maintained equipment is provided but there is no training. The owner or the foreman will be in the general area most of the time. Over the years the “decision making matrix” has become a staple for objectively evaluating two criteria at the same time resulting in a combined rating for that criteria. In this exercise the student is given the opportunity to put this tool to use. The assignment and the explanation are straight forward. When more than one job has been identified as needing a JHA, and if the decision regarding which one should be conducted first (usually in committee) can not be determined, time is often wasted debating which one to start with. These debates are usually centered on opinion and/or personal experience and can be very heated. The net result is a waste of valuable time in the debate. The use of the decision making matrix for each hazard, by each member, and then comparing the results will reduce some of the debate and thus reduce the time it takes to decide “where to start”.

Activity Have each team evaluate the information and working as a team determine the probability and severity number. Have the teams report their answers to the class, Compare and contrast the given answers and generate a discussion between the teams to explain differences between the teams answers.

JHA Step 1 Step One - Watch the work being done
What are some effective methods to watch the work being done? This slide begins the explanation of how to conduct or develop a JHA. The purpose is to bring the students to a common understanding of how to begin. The “fix-the-system” culture is one that makes every effort to address the hazards in the workplace by first identifying the hazardous condition or practice, analyzing the hazard to determine the root cause and then eliminate those hazards by correcting the deficiencies in the system. (could include supervisor training, improved accountability system, establishment of standards of performance at all levels, to name a few.) What are some effective methods to watch the work being done? Video, observation, photos, sketches.

JHA Step 1 Step One - Watch the work being done
Why is it important to involve the employee? Why is it important to involve the employee? A couple of things here: First it can help the observer better understand the process that is taking place. Second, the more involved the employees are in the development stage, the better the chances of buy-in on their part. Why is a “fix-the-system” culture so important to the JHA process? The JHA process has more than one goal. 1. It provides an organized approach for the evaluation of a process. 2. Once the hazards and corrective actions are identified, the JHA becomes a vehicle by which the employer can mesh the desired “Safe Behavior” into the normal operating procedure: The only way to do the job is to do it safely. 3. Once “root causes” have been identified in the JHA development process, these can be addressed thus “fixing” the system that brought the hazardous condition or unsafe practice into the workplace.

JHA Step 2 Step Two - Break the job down into steps Step 1 Step 2
The second step is to break the job down into steps. The introduction to the “breaking down” process is covered through a brief discussion of the “Job Hazard Analysis Worksheet” and how it helps in the organization of the process. Some key points to be covered are as follows: * The top of the first page of the JHA is a tracking device for easy location of the job and documentation of the analysis. * Once a JHA Number has been assigned, that number belongs to that job. (example: JHA 1001) * Page ___ of ____ is self explanatory. (Page 1 of 2, Page 2 of 2 etc.) * Job Description: The every day language version that everyone can understand: (example: Changing a tire, Mixing Concrete, Packing cartons, Trimming defects from a product.) * A good job is broken down into steps. If the JHA ends up with more than 15 steps then it is too complex. If this is the case, the JHA must be broken down into phases (phase 1 and phase 2 etc….) The suggested JHA worksheet allows for up to 15 steps (five on each of 3 pages) * Each step of the job is identified and written in on the worksheet. All of the steps should be identified before moving on to the Hazards. * Each step is now broken down to identify the hazard. The hazards are listed under each step. Once all of the hazards and operational concerns have been identified for all of the steps, then the “Control Measures” for each hazard are recorded. These control measures become the operational expectation. Step 4

JHA Step 3 Step Three - Describe the hazards in each step of the task.
One of the primary purposes of the JHA is to make the job safer. The information gathered in this step will be valuable in helping to eliminate and/or reduce hazards associated with the job, and improve the system weaknesses that produced them. Describe the hazards in each step of the task. Once the steps have been identified, then the hazards are to be identified and described. Use the list of hazards and accident types shown on slides 23 through 31 to discuss types of hazards and accidents. Ensure that each attendee has a list of the hazards and accident types. They will need these to complete a JHA work activity later in the workshop Example: Changing A Tire Step 1: Make sure the car is parked off the road and clear of traffic Hazard(s) Control Measure(s) Required Mechanical (struck by)

Identifying types of hazards
Acceleration: When we speed up or slow down too quickly Toxic: Toxic to skin and internal organs. Radiation: Non-ionizing - burns, Ionizing - destroys tissue.

Ergonomics: Eight risk factors 1. High Frequency; 2. High Duration; 3. High Force; 4. Posture; 5. Point of Operation; 6. Mechanical Pressure; 7. Vibration; 8. Environmental Exposure.

Pressure: Increased pressure in hydraulic and pneumatic systems. Mechanical: Pinch points, sharp points and edges, weight, rotating parts, stability, ejected parts and materials, impact. Flammability/Fire: In order for combustion to take place, the fuel and oxidizer must be present in gaseous form.

Biological: Primarily airborne and blood borne viruses. Violence In The Workplace: Any violent act that occurs in the workplace and creates a hostile work environment that affects employees’ physical or psychological well-being.

Explosives: Explosions result in large amounts of gas, heat, noise, light and over-pressure. Electrical Contact: Inadequate insulation, broken electrical lines or equipment, lightning strike, static discharge etc. Chemical Reactions: Chemical reactions can be violent, can cause explosions, dispersion of materials and emission of heat.

Identifying Risk Factors in Jobs
Awkward Postures (Extremes of Joint Movement) Twisting or Bending While Lifting or Carrying Wrist Deviations Overhead Work (Arms Raised) Extended Reaching etc.

Forceful Exertions (Including Lifting, Pushing, and Pulling) Forces Increase With... Weight or Bulkiness of Loads Speed of Movements Use of Awkward Postures Presence of Vibration etc.

Repetitive Motions Frequent and Similar Motions Every Few Seconds Increased Risk When Repeated Forceful Exertions in Awkward Postures

Duration of Exposure Amount of Time a Person is Exposed to Risk Factors The Longer the Period of Continuous Work, the Longer the Required Recovery or Rest Time

Contact Stresses Physical Contact of Body Areas With Hard or Sharp Objects Desk Edges, Tool Handles, etc. Can Inhibit Nerve Function and Blood Flow

Vibration Localized Exposure to Vibrating Object, Such as a Power Handtools Whole-Body Exposure to Vibration When Standing or Sitting on Vibrating Equipment

Identifying Risk Factors in Jobs - Additional Conditions
Cold Temperatures Insufficient Pauses or Rest Breaks for Recovery Machine Paced Work Unfamiliar or Unaccustomed Work

Screening Jobs for Risk Factors
Walk-Through Observational Surveys to Determine Obvious Risk Factors Interviews With Workers and Supervisors Use of Checklists for Scoring Job Features Against a List of Risk Factors

Job Analysis Break Job Into Its Various Elements or Actions
Measure or Quantify Risk Factors Identify Conditions Contributing to Risk Factors Usually Performed by Persons With Considerable Experience and Training

Job Analysis - Steps Complete Description of the Job is Obtained
Employees are Interviewed Job is Divided Into Discrete Tasks Each Task is Then Studied to Determine Specific Risk Factors Risk Factors May Be Further Evaluated

Job Analysis - Tasks Tasks Described in Terms of
Tools, Equipment, and Materials Used to Perform the Job Workstation Layout and Physical Environment Task Demands and Organizational Climate

Job Analysis - Detailed Data Collections
Observe Workers Performing Tasks to Furnish Time Activity Analysis Job/Task Cycle Data Use Videotape Still Photos of Postures, Workstation Layouts, Tools, etc.

Workstation Measurements Work Surface Heights, Reach Distances, etc. Measure Tool Handle Sizes, Weighing Tools and Parts, Measure Parts Determine Characteristics of Work Surfaces, Such as Slip Resistance, Hardness, Edges

Workstation Measurements Measure Exposures to Cold, Heat, Whole-Body Vibration, etc. Biomechanical Calculations (muscle forces required to complete task or pressure on spinal discs based on load lifted, e.g., NIOSH Lifting Guide, etc.) Special Questionnaires, Interviews, and Subjective Rating Procedures

Developing Controls Types of Controls
Engineering Controls: Reduce or Eliminate Potentially Hazardous Conditions Administrative Controls: Changes in Work Practices and Management Policies Personal Equipment

Engineering Controls - Design the Job
Workstation Layout Selection and Use of Tools Work Methods

Strategies for Job Design
Change the Way Materials, Parts, and Products Can Be Transported (e.g., use mechanical assist devices rather than manual handling) Change the Process or Product to Reduce Risk Factors (e.g., maintain the fit of plastic molds to reduce the need for manual removal of flashing, etc.)

Modify Containers and Parts Presentation (e.g. height adjustable material bins, etc.) Change Workstation Layout (e.g., use height adjustable workbenches, etc.) Change the Way Parts, Tools, and Materials are to be Manipulated (e.g., use fixtures to hold workpieces, etc.)

Change Tool Designs (e.g., pistol handle grips for knives to reduce wrist deviations, etc.) Change Assembly Access and Sequence (e.g., remove physical and visual obstructions, etc.)

Administrative Controls
Reduce Shift Length or Curtail Overtime Rotate Workers Through Several Jobs With Different Physical Demands Schedule More Breaks for Rest and Recovery

Administrative Controls
Broaden or Vary Job Content Adjust the Work Pace Train Workers to Recognize Risk Factors for MSDs Instruct Workers in Work Practices That Can Ease Task Demands

Personal Equipment - Is it Effective??
Wrist Supports, Back Belts, Vibration Attenuation Gloves Are Not a Barrier Against Risk Factors for MSDs (as hard-hats, safety shoes, safety goggles, etc., are barriers against hazards) Evidence of Their Effectiveness Remains Inconclusive

Evaluating Control Effectiveness
Use Risk Factor Checklist or Other Job Evaluation Method Repeat Symptoms Survey and Compare With Prior Results (often in conjunction with checklist or other job analysis method) Should Occur Weeks After Implementation (short term evaluation)

Hazard Tracking Log Hazard Reported Date Corrected Responsible Date
Number Description by Reported by Supervisor Corrected

Sample Hazard Identification and Control Checklist
Hazardous Conditions Damage to ___ equipment ___ machinery ___ tools ____ materials Moving parts: ___ rotating ___ cutting ___ reciprocating ___ transverse ___ pinching ___ punching ___ shearing ___ bending Chemicals ___ toxic ___ flammable ___ explosive Atmospheres ___ toxic ___ flammable ___ explosive ___ oxygen deficient Electrical ___ cords ___ grounding ___ exposed circuits ___ other _____________ Temperature ___ cold ___ hot ___ variation ___ other _____________ Lighting ___ too little ___ too much ___ glare ___ other _____________ Noise ___ nuisance ___ excessive ___ continuous ___ intermittent Location ___ at elevation ___ confined space ___ vehicle ___ water Design ___ workstation ___ equipment ___ machinery ___ materials ___ guards Other: _______________________________________________________________________________________ Exposure/Work Practices Number of employees exposed (may contact) hazards ____________ Frequency of exposure _____ continual ____/min ____/hr ____/shift _____/week _____/month _____/year Duration of exposure _____ continual _____ mins ______ hrs _____ days _____ weeks Work under stress _____ mental _____ physical Describe _____________________________________________ Nature of work: ___ piecework ___ prolonged standing/sitting ___ posture extremes ___ at elevation ___ confined space ___ other: Describe______________________________________________ Root Causes - Defects in design and/or implementation Accountability ___ Non-existent ___ Inconsistent ___ Consistent Training ___ Little - None ___ General ___ Comprehensive Supervision ___ Little- none ___ Occasional ___ Continual Related Policies ___ Not addressed ___ Informal ___ Formal Rules ___ None ___ Informal ___ Formal Resources ___ None ___ Poor quality ___ Insufficient Other: _________________________________________________________________________________________ Most probable outcome Accident type _________________________________________________________________________ Nature of Injury/Illness _________________________________________________________________________

Workstation Ergonomic Hazard Analysis
Yes No 1. ____ ____ Does the working space allow for a full range of movement? 2. ____ ____ Are mechanical aids and equipment available? 3. ____ ____ Is the height of the work surface adjustable? 4. ____ ____ Can the work surface be tilted or angled? 5. Is the workstation designed to reduce or eliminate: ____ ____ Bending or twisting at the waist? ____ ____ Reaching above the shoulder? ____ ____ Static muscle loading? ____ ____ Extending the arms? ____ ____ Bending or twisting the wrists? ____ ____ Raised elbows? 6. ____ ____ Is the employee able to vary posture? 7. ____ ____ Are hands and arms free from pressure from sharp edges on work surfaces? 8. ____ ____ Is an armrest provided where needed? 9. ____ ____ Is the floor surface flat? 10. ____ ____ Are cushioned floor mats provided when workers stand for long periods? 11. ____ ____ Is the chair or stool easily adjustable and suited to the task? 12. ____ ____ Are all task requirements visible from comfortable positions? 13. ____ ____ Is there a preventive maintenance program for tools and equipment?

Ergonomic Task Analysis Worksheet
Yes No 1. Does the design of the task reduce or eliminate: ____ ____ Bending or twisting? ____ ____ Crouching? ____ ____ Bending or twisting the wrists? ____ ____ Extending the arms? ____ ____ Raising elbows? ____ ____ Static muscle loading? ____ ____ Clothes-wringing motions? ____ ____ Finger pinch grip? 2. ____ ____ Are mechanical devices used when necessary? 3. ____ ____ Can the task be done with either hand? 4. ____ ____ Can the task be done with two hands? 5. ____ ____ Are pushing and pulling forces reduced or eliminated? 6. ____ ____ Are the required forces acceptable? 7. ____ ____ Are the materials able to be held without slipping? 8. ____ ____ Are the materials easy to grasp? 9. ____ ____ Are the materials free from sharp edges or corners? 10. ____ ____ Do containers have good handholds? 11. ____ ____ Are jigs, fixtures and vises used where needed? 12. ____ ____ Do gloves fit properly, and are they made of the proper fabric? 13. ____ ____ Does the task avoid contact with sharp edges? 14. ____ ____ When needed, are push buttons designed properly? 15. ____ ____ Does personal protective equipment keep from getting in the way of the task? 16. Are high rates of repetitive motion avoided by: ____ ____ Job rotation? ____ ____ Self pacing? ____ ____ Sufficient rest pauses? ____ ____ Adjusting the job to the skill level of the worker? 17. Is the employee trained in: ____ ____ Proper work practices? ____ ____ When and how to make adjustments? ____ ____ Signs and symptoms of potential physical problems?

Hand tool analysis checklist
Yes No 1. Are tools selected to avoid: ____ ____ excessive vibration? ____ ____ excessive force? ____ ____ Bending or twisting the wrists? ____ ____ finger pinch grip? ____ ____ Raising elbows? ____ ____ problems associated with trigger finger? 2. ____ ____ Are tools powered where necessary and feasible? 3. ____ ____ Are tools evenly balanced? 4. ____ ____ Are heavy tools counterbalanced? 5. ____ ____ Does the tool allow adequate visibility of the work? 6. ____ ____ Does the tool grip/handle prevent slipping during use? 7. Are tools equipped with handles: ____ ____ of proper diameter? ____ ____ that do not end in the palm area? ____ ____ of textured non-conductive material? 8. ____ ____ Are different handle sizes available to fit a wide range of hand sizes? 9. ____ ____ Is the tool handle designed to not dig into the palm of the hand? 10. ____ ____ Can the tool be used safely with gloves? 11. ____ ____ Can the tool be used by either hand? 12. ____ ____ Is there a preventive maintenance program to keep tools operating as designed? 13. Have employees been trained: ____ ____ in the proper use of tools? ____ ____ when and how to report problems with tools? ____ ____ in proper tool maintenance?

Materials handling checklist
Yes No 1. ____ ____ Has excessive weight lifting been reduced? 2. ____ ____ Are materials moved over minimum distances? 3. ____ ____ Is the distance between the object and the body minimized? 4. Are walking surfaces: ____ ____ level? ____ ____ wide enough? ____ ____ clean and dry? ____ ____ well lit? 5. Are objects: ____ ____ easy to grasp? ____ ____ stable? ____ ____ able to be held without slipping? 6. ____ ____ Are there handholds on these objects? 7. ____ ____ When required, do gloves fit properly? 8. ____ ____ Is the proper footwear worn? 9. ____ ____ Is there enough room to maneuver? 10. ____ ____ Are mechanical aids easily available and used whenever possible? 11. ____ ____ Are working surfaces adjustable to the best handling heights? 12. Does material handling avoid: ____ ____ movements below knuckle height and above shoulder height? ____ ____ static muscle loading? ____ ____ sudden movements during handling? ____ ____ twisting at the waist? ____ ____ excessive reaching? 13. ____ ____ Is help available for heavy or awkward lifts? 14. Are high rates of repetition avoided by: ____ ____ job rotation? ____ ____ self pacing? ____ ____ sufficient rest pauses? 15. ____ ____ Are pushing and pulling forces reduced or eliminated? 16. ____ ____ Does the employee have an unobstructed view of the handling task? 17. ____ ____ Is there a preventive maintenance program for equipment? 18. ____ ____ Are workers trained in correct handling and lifting procedures?

Front Back Symptoms Survey
Name _______________________________________ Date ___________________________ (Optional) Work Location ____________________________________ Job _________________________ Shift _____________ Supervisor ________________________ Time on this job: ____ Less than 3 months ____ 3 months to 1 year ____ 1 year to 5 years ____ 5 years to 10 years ____ Over 10 years Have you had any pain or discomfort during the last year? ____ Yes ____ No If you answered “Yes” to the above question, carefully shade in the area of the drawings below which indicate the location of the pain which bothers you the most. Front Back

Symptoms Survey Name (Optional) _________________________________________________________ Please complete a separate page for each area that bothers you. Check area __ Neck __ Shoulder __ Elbow __ Forearm __ Hand/Wrist __ Fingers __ Upper back __ Low back __ Thigh __ Knee __ Low leg __ Ankle/foot 1. Please put a check by the word(s) that best describe your problem. __ Aching __ Cramp __ Numbness __ Tingling __ Stiffness __ Burning __ Pain __ Weakness __ Swelling __ Color Loss __ Other (Specify) ________________ 2. When did you first notice the problem? __ recently ___ number of months ago __ years ago 3. How long does each episode last? ____________________________________________ 4. How many separate episodes have you had in the last year? ________________________ 5. What do you think caused the problem? _________________________________________ _____________________________________________________________________________ 6. Have you had this problem in the last 7 days? __ Yes __ No 7. (optional) How would you rate the level of pain you experience related to this problem? Mark an “X” on the line. Right now: None Unbearable At its worst: None Unbearable 8. Have you had medical treatment for this problem? __ Yes __ No If yes, what was the diagnosis? ________________________________________________ 9. How many days have you lost from work in the last year because of this problem? _____ 10. How many days in the last year were you on modified duty because of this problem? ______ 11. Have you changed jobs because of this problem? __ Yes __ No 12. Please comment on what you think would improve your symptoms:

Evaluating Control Effectiveness
Long Term Evaluations Reduction in Incidence Rate of MSDs Reduction in Severity Rate of MSDs Increase in Productivity or Quality of Products or Services Reduction in Job Turnover or Absenteeism

Health Care Management - Employer Responsibilities
Provide Education and Training Regarding Recognition of Symptoms and Signs of MSDs Encourage Early Reporting of Symptoms and Prompt Evaluation by Care Provider Give Care Provider Opportunities to Become Familiar With Jobs and Tasks Modify Jobs/Tasks or Accommodate Limitations Ensure Privacy of Medical Information

Health Care Management - Employee Responsibilities
Follow Workplace Safety and Health Rules Follow Work Practice Procedures Related to Their Jobs Report Early Any Signs or Symptoms of MSDs

Health Care Management - Health Care Provider Responsibilities
Evaluate Symptomatic Employees, Including... Medical Histories and Symptoms Descriptions of Work Activities Physical Examinations Initial Assessments or Diagnoses Consider Opinions as to Whether Occupational Risk Factors Caused, Contributed to, or Exacerbated Conditions Follow-Up Examinations to Document Improvements

Accident Types Struck-by: Struck-against: Contact-by:
A person is forcefully struck by an object. The force of contact is provided by the object. Struck-against: A person forcefully strikes an object. The person provides the force or energy. Contact-by: Contact by a substance or material that, by its very nature, is harmful and causes injury.

Accident Types Contact-with: Caught-on: Caught-in:
A person comes in contact with a harmful substance or material. The person initiates the contact. Caught-on: A person or part of his/her clothing or equipment is caught on an object that is either moving or stationary. This may cause the person to lose his/her balance and fall, be pulled into a machine, or suffer some other harm. Caught-in: A person or part of him/her is trapped, or otherwise caught in an opening or enclosure.

Accident Types Caught-between: Fall-to-surface: Fall-to-below:
A person is crushed, pinched or otherwise caught between a moving and a stationary object, or between two moving objects. Fall-to-surface: A person slips or trips and falls to the surface he/she is standing or walking on. Fall-to-below: A person slips or trips and falls to a level below the one he/she was walking or standing on.

Accident Types Over-exertion: Bodily reaction: Over-exposure:
A person over-extends or strains himself/herself while performing work. Bodily reaction: Caused solely from stress imposed by free movement of the body or assumption of a strained or unnatural body position. A leading source of injury. Over-exposure: Over a period of time, a person is exposed to harmful energy (noise, heat), lack of energy (cold), or substances (toxic chemicals/atmospheres).

JHA Step 4 Step Four – Control Measures.
It is now time to identify the desired control measures for each hazard. The “Control Measures” are recorded on the worksheet for each hazard that is identified. These controls may include procedures, practices, Personal Protective Equipment (PPE), etc. Refer to the Hierarchy of Controls at the right of the page. Example: Changing A Tire Step 1: Make sure the car is parked off the road and clear of traffic Hazard(s) Control Measure(s) Required Mechanical (struck by) Administrative: Check side and rear- view mirrors

The Hierarchy of Controls
Engineering controls. Management controls. Personal Protective Equipment (PPE).

Engineering Controls Consist of substitution, isolation, ventilation, and equipment modification. These controls focus on the source of the hazard, unlike other types of controls that generally focus on the employee exposed to the hazard. The basic concept behind engineering controls is that, to the extent feasible, the work environment and the job itself should be designed to eliminate hazards or reduce exposure to hazards

Management Controls Management controls may result in a reduction of exposure through such methods as changing work habits, improving sanitation and hygiene practices, or making other changes in the way the employee performs the job.

Personal Protective Equipment
When exposure to hazards cannot be engineered completely out of normal operations or maintenance work, and when safe work practices and administrative controls cannot provide sufficient additional protection from exposure, personal protective clothing and/or equipment may be required.

JHA Step 5 Step Five - Safe Operating Procedure
The “Safe Operating Procedure” is the last page of the JHA. It is a narrative or written summary of the JHA worksheets. Note that there are three sections: The “Safe Operating Procedure” is a narrative or written summary of the JHA worksheets.

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کارگاه آموزشی ارگونومی

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