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 Program

Engineering and Ergonomic Methods D efine the Problem M easure the Severity A nalyze the Problem I mprovement Options: Generate, Evaluate, and Specify C ontrolled Implementation of Preferred Solution Sustain

Workplace Indicators Performance deterioration Quality problems Absenteeism/turnover OSHA Logs and WC Reports Complaints of fatigue and discomfort

Benefits of Ergonomic Interventions Decreased injury risk Increased productivity Decreased mistakes/rework Increased efficiency Decreased lost work days Decreased turnover Improved morale

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 MSDs of the Back Upper Extremity MSDs Average Claim Average Costs per Claim ($) MSDs Cost Twice the Average Workers’ Compensation Claim Source: Workers’ Compensation data from Insurance Companies 1993

Work Factors and Musculoskeletal Disorders

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 300  Total Recordable and DART Rates related to Musculoskeletal disorders Checklists Observations Interviews

Analyze The Problem Numerous Analysis Tools include:  Job Hazard Analysis  Checklists  Observations

Improvement and Control Improvement and Control Control Techniques Engineering Controls Work Practices Administrative Controls Personal Protective Equipment

Ergonomics Ergonomics Control Techniques Engineering Controls Work station design Work methods Tool design Reducing or spreading force Obtaining better mechanical advantage

Ergonomics Ergonomics Control Techniques Work Practices Task Enlargement Work techniques Conditioning

Ergonomics Ergonomics Control 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

Control and Sustain Implement a Comprehensive Management System vs. Minimal Program

Ergonomics Ergonomics Program 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 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

Six Sigma-Quality Focus Define Measure Analyze Improve Control Sustain

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.”