1. Ergonomics Developing An Effective Process

2. Objectives
Understand the elements that can be used to develop an effective ergonomics process
Discuss methods for getting commitment from people at all levels in the organization
Outline strategies for developing an ergonomics team and written plan.
Increase awareness of key considerations and resources for all process elements.

3. Process versus Program
Natural
Benefit driven
Interdependent
Dynamic
Participatory
On-going
Program
Contrived
Mandate driven
Independent
Static
Controlled
Implied ending

4. What characteristics help to make a process effective?

5. What characteristics help to make a process effective?
Commitment
Involvement
Responsibility
Communication
Accountability
Monitoring
Integration
On-going Improvement

6. Lets Play
ERGOMANIA

7. Choose The Best Answer To The Following Questions

8. What Is Ergonomics ? ERGOMANIA
A) Selecting the right person for the job so injuries are less likely to occur.
B) Fitting jobs and job demands to the capabilities/limitations of the population.
C) A communist plot to make the American people weaker.
D) Using common sense to make jobs easier.
ERGOMANIA

9. What Is Ergonomics ? ERGOMANIA
A) Selecting the right person for the job so injuries are less likely to occur.
B) Fitting jobs and job demands to the capabilities/limitations of the population.
C) A communist plot to make the American people weaker.
D) Using common sense to make jobs easier.
ERGOMANIA

10. A Major Goal Of Ergonomics Is
A) Reduce the frequency of injuries/illnesses and costs associated.
B) Design jobs so the average person can do them safely and efficiently.
C) Automate all jobs that require lifting and repetitive motion.
D) Confuse and frustrate people with complicated formulas and charts.
ERGOMANIA

11. A Major Goal Of Ergonomics Is
A) Reduce the frequency of injuries/illnesses and costs associated.
B) Design jobs so the average person can do them safely and efficiently.
C) Automate all jobs that require lifting and repetitive motion.
D) Confuse and frustrate people with complicated formulas and charts.
ERGOMANIA

12. Potential benefits of an ergonomics process include:
A) Improves employee safety and health, productivity, and quality
B) Fosters an environment of teamwork and continuous improvement
C) Makes employees think that management cares about them
D) All of the above
ERGOMANIA

13. Potential benefits of an ergonomics process include:
A) Improves employee safety and health, productivity, and quality
B) Fosters an environment of teamwork and continuous improvement
C) Makes employees think that management cares about them
D) All of the above
ERGOMANIA

14. The principles of Ergonomics are derived from…
A) The political agenda of bleeding heart liberals
B) Various sciences including anthropometry and biomechanics
C) Regulation-happy government agencies that have nothing better to do
D) All of the above
ERGOMANIA

15. The principles of Ergonomics are derived from…
A) The political agenda of bleeding heart liberals
B) Various sciences including anthropometry and biomechanics
C) Regulation-happy government agencies that have nothing better to do
D) All of the above
ERGOMANIA

16. On Average, Back Injuries Account For Approximately
A) 10% of all lost-time injuries.
B) 25% of all lost-time injuries.
C) 50% of all lost-time injuries.
D) 75% of the workers’ compensation cases under investigation by the fraud department.
ERGOMANIA

17. On Average, Back Injuries Account For Approximately
A) 10% of all lost-time injuries.
B) 25% of all lost-time injuries.
C) 50% of all lost-time injuries.
D) 75% of the workers’ compensation cases under investigation by the fraud department.
ERGOMANIA

18. CTD stands for: ERGOMANIA A) Carpal Tunnel Disease
B) Cumulative Trauma Disorder
C) Completely and Totally Disabled
D) Call The Doctor
ERGOMANIA

19. CTD stands for: ERGOMANIA A) Carpal Tunnel Disease
B) Cumulative Trauma Disorder
C) Completely and Totally Disabled
D) Call The Doctor
ERGOMANIA

20. On average, upper extremity CTDs account for:
A) less than 10% of all lost-time injuries
B) between 10% and 20% of all lost-time injuries
C) between 20% and 30% of all lost-time injuries
D) 75% of the workers’ compensation cases under investigation by the fraud department
ERGOMANIA

21. On average, upper extremity CTDs account for:
A) less than 10% of all lost-time injuries
B) between 10% and 20% of all lost-time injuries
C) between 20% and 30% of all lost-time injuries
D) 75% of the workers’ compensation cases under investigation by the fraud department
ERGOMANIA

22. Carpal Tunnel Syndrome is:
A) An irritation of one of the nerves that passes through the wrist
B) An injury to the tendons of the wrist
C) A cumulative condition that develops mainly in women who type a lot
D) A “work-related injury” that just happened to surface when video games and remote controls were invented
ERGOMANIA

23. Carpal Tunnel Syndrome is:
A) An irritation of one of the nerves that passes through the wrist
B) An injury to the tendons of the wrist
C) A cumulative condition that develops mainly in women who type a lot
D) A “work-related injury” that just happened to surface when video games and remote controls were invented
ERGOMANIA

24. The OSHA ergo standard would have made companies:
A) Analyze and improve all jobs
B) Analyze and improve jobs where MSDs have occurred
C) Waste a lot of money on expensive consulting and training services
D) Outsource jobs or move operations to another country
ERGOMANIA

25. The OSHA ergo standard would have made companies:
A) Analyze and improve all jobs
B) Analyze and improve jobs where MSDs have occurred
C) Waste a lot of money on expensive consulting and training services
D) Outsource jobs or move operations to another country
ERGOMANIA

26. The Three Major Occupational Risk Factors For CTDs Are:
A) Repetition, Force, and Posture
B) Work ethic, Experience, and Attitude
C) Gender, Age, and Medical History
D) Labor Unions, Lawyers, and Poor Labor/Management Relations
ERGOMANIA

27. The Three Major Occupational Risk Factors For CTDs Are:
A) Repetition, Force, and Posture
B) Work ethic, Experience, and Attitude
C) Gender, Age, and Medical History
D) Labor Unions, Lawyers, and Poor Labor/Management Relations
ERGOMANIA

28. Proactive Methods To Identify Risk For CTDs Include:
A) Reviewing OSHA 200 logs, medical records, and workers’ comp data.
B) Calculating absentee/turnover rates.
C) Observing employees, analyzing jobs, and using symptoms surveys.
D) Conducting pre-employment physicals, drug screening, and background checks.
ERGOMANIA

29. Proactive Methods To Assess Risk For CTDs Include
A) Reviewing OSHA 200 logs, medical records, and workers’ comp data.
B) Calculating absentee/turnover rates.
C) Observing employees, analyzing jobs, and using symptoms surveys.
D) Conducting pre-employment physicals, drug screening, and background checks.
ERGOMANIA

30. A good example of an ergonomic modification is:
A) Hiring people who are young, strong, and don’t complain
B) Providing equipment that helps to reduce the need for manual lifting
C) Providing back support belts for jobs that require lifting
D) Removing twinkies and pork rinds from the vending machines
ERGOMANIA

31. A good example of an ergonomic modification is:
A) Hiring people who are young, strong, and don’t complain
B) Providing equipment that helps to reduce the need for manual lifting
C) Providing back support belts for jobs that require lifting
D) Removing twinkies and pork rinds from the vending machines
ERGOMANIA

32. The Ohio Bureau of Workers’ Compensation is most like:
A) An insurance company
B) The Occupational Safety and Health Administration (OSHA)
C) Welfare
D) All other government agencies that just keep wasting my tax dollars
ERGOMANIA

33. The Ohio Bureau of Workers’ Compensation is most like:
A) An insurance company
B) The Occupational Safety and Health Administration (OSHA)
C) Welfare
D) All other government agencies that just keep wasting my tax dollars
ERGOMANIA

34. The best way to sell ergonomics to top management is by:
A) Convincing them that government regulations are inevitable
B) Sending them information and hope that they realize it is just the right thing to do
C) Threatening them with unionization or writing “protections” into the contract
D) Providing cost/benefit studies that show how it will improve the bottom line
ERGOMANIA

35. The best way to sell ergonomics to top management is by:
A) Convincing them that government regulations are inevitable
B) Sending them information and hope that they realize it is just the right thing to do
C) Threatening them with unionization or writing “protections” into the contract
D) Providing cost/benefit studies that show how it will improve the bottom line
ERGOMANIA

36. Ergonomics Process Flow Chart

37. Ergonomics Process Flow Chart
Identifies the various steps and typical order in which they should be developed
Each box in the flow chart represents an element that should be considered
Depending on your organization, you may not have to implement every step or address them in this exact order

38. How do you currently respond to potential ergonomic hazard?
Ignore it and hope nothing happens
Stop and offer assistance, and leave it at that
Stop and ask the employee or supervisor more about the job and the hazard
Report the issue to the ergo/safety team or coordinator and hope they take care of it
Report the issue to the ergo/safety team or coordinator and check for follow-through

39. Obtain Top Management and Union Commitment
Top management and the union must collectively agree to support and commit to the ergonomics process.
Top management and union leadership should have joint meeting(s) to discuss the ergonomic process and its components.

40. What are the key selling points for the following groups?
Owners/shareholders
Top management
Department managers
Engineers
Maintenance
Supervisors
Hourly employees

41. Group Activity

42. Scenario II
Bill Gates
You are the Top Management at your company. Your Safety Director wants to initiate an ergonomics process.
What kind of information do you as Top Management need to know before you can make a decision?

43. Resources and Support needed from Top Management

44. Executive Summary (app. A-1)
A tool that is used to inform and/or sell the ergonomics process.
Outlines the intent of the ergonomic process and identifies expected outcomes of implementing a process.
Appendix A-1

45. Tools to help show support and commitment to the Process
Letter of commitment (Appendix A-2)
Memorandum of understanding (Appendix B-1)
Appendix A-2, B-1

46. Top Management And Union Commitment
If top management and/or the union is not willing to commit to the ergonomics process we recommended that you POSTPONE your efforts until a firm commitment can be agreed upon by both parties.

47. Bottom Line
Top Management needs cost benefit information before they can support an Ergonomics Process.

48. Cost And Benefits Associated With An Ergonomics Process

49. Costs of Developing an Ergonomics Process
Process Costs
Project Costs

50. Costs of Developing an Ergonomics Process
Process Costs
Team Meetings
Team Training
Employee Training
Materials and Forms
Equipment for Analysis and Documentation
Medical management consultation
Project Costs
Analysis/Research
Engineering
Equipment Purchase
Installation
Maintenance
Training
Production disruption

51. Materials and Tools for Ergo Process Development

52. Materials and Tools for Ergo Process Development
Camcorder
Digital Camera
Tape Measure
Push/Pull Gage
Job Assessment Forms
Assessment software
Design Guidelines
Reference Materials
Bulletin Board
Suggestion Forms
Training Videos
Handout Materials

53. What Are The Benefits Of An Ergonomics Process ?

54. Benefits Of An Ergonomics Process
Reduced Turnover
Reduced Recruiting and
Training Costs
Reduced Absenteeism
Increased Productivity
Reduced Re-Work & Scrap
Increased Wages/Benefits
Reduced Injuries/Comp Cost
Better Morale
Team Work
Costs
Ergonomics
Process

55. The Cost Of Injuries
The direct cost of an injury includes the medical and indemnity costs
Indirect costs of injuries are usually 1 to 4 times as much as the direct costs

57. Indirect Cost Multiplier
If Direct Injury Cost is:
$ $2,999
$3,000 - $4,999
$5,000 - $9,999
$10,000 or more
Multiply by…
4.5
1.6
1.2
1.1

58. Example of Total Injury Cost Calculation
Assume an injury has a direct cost of $9,000
Estimated indirect cost = Direct Cost x Multiplier
$9,000 x 1.2
= $10,800
Direct Cost + Indirect Cost = Total Cost of Injury
$9, $10,800 = $19,800

59. A Better Way to Express the Costs of Injuries
To calculate an incident’s impact on your profitability, you should use your profit margin to determine the amount of sales required to pay for the incident.

60. Determining Impact of Injuries On Profitability
1) Divide your total profits by total sales to get your profit margin.
Total profits = Profit Margin
Total Sales
2) Divide the total cost of an injury/illness by your profit margin to determine how much sales your company must generate to pay for injury/illness.
Total Cost of Injury/Illness = Sales required to pay for Profit Margin injury/illness

61. Impact On Profitability Example
The total profits for a company is $1,000,000 with the total sales volume being $25,000,000. The profit margin for the company is:
Total Profits = Profit Margin = $1,000,000 = .04
Total Sales $25,000,000

62. Impact On Profitability Example (Continued)
What sales amount is required to pay for one $3,000 dollar carpal tunnel syndrome?
Total Cost of an Injury/Illness = Sales to pay for an injury/illness
Profit Margin
$3,000 = $75,000 in sales required
.04

63. U.S. General Accounting Office Study Results
HILL & GRIFFITH Company
May 6, 1998
U.S. General Accounting Office Study Results
NOTES:
______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
Ergonomic "Awareness" Presentation 10

64. Cost Reduction/ Case Studies
Navistar - $1.4 Million (1993)
Truck Assembly - 4,000 employees (Ohio)
Reduced to $544,000 (1996)
SOCHS - $100,000 (1994)
Nursing Center employees (Maine)
Reduced to $70,000 (1996)
Texas Instruments - $2.6 Million (1991)
Defense/Electronics - 2,800 employees (Texas)
Reduced to $244,000 (1996)
U.S. GAO Study Results

65. Cost Reduction/ Case Studies Continued...
American Express Financial Advisors - $484,000 (1992)
Financial planning/investment - 5,300 employees (Minnesota)
Reduced to $98,000 (1996)
AMP Inc. - $73,000 (1993)
Electronic Assembly employees (Pennsylvania)
Reduced to $28,000 (1996)
U.S. GAO Study Results

66. Benefits: Average $ per CTD Claim
HILL & GRIFFITH Company
May 6, 1998
Benefits: Average $ per CTD Claim
21946
9123
9518
6601
5322
4860
2512
2469
3014
1685
NOTES:
______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
U.S. GAO Study Results
Ergonomic "Awareness" Presentation 15

67. To Receive a Copy of the GAO Study:
HILL & GRIFFITH Company
May 6, 1998
To Receive a Copy of the GAO Study:
Call US General Accounting Office or access their website
Report # GAO/HEHS
phone (202)
NOTES:
______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
U.S. GAO Study Results
Ergonomic "Awareness" Presentation 17

68. Form Ergonomics Team

69. Team Structure Steering/Advisory Group role (p. 9)
In general, most teams are comprised of 6-10 members.
Some teams have an “open seat” or sub-teams.

70. Who Should Serve On The Ergonomics Team ?

71. Potential Ergonomic Team Members ( see page 11)
Facility or Operations Manager
Union Representative
Supervisors
Hourly Employees
HR/Personnel Director
Engineers/Facilities Planning
Maintenance Personnel
Plant Safety Representative
Health Care Provider
Purchasing Personnel

72. How Do You Solicit Volunteers To Serve On The Ergonomics Team ?
OH PICK ME
PICK ME

73. Solicit Volunteers
Criteria for soliciting and choosing ergonomic team members should be created.
Desirable qualifications and characteristics might include:

74. Ergonomics Team Members
Consider using an application form to solicit volunteers (sample form located in Appendix H-4).
Prospective Ergonomic team members must be solicited and asked to serve on the team on a voluntary basis, they should not be mandated to serve on such a team.
Appendix H-4

75. ERGOMANIA
Round 2

76. A Management Responsibility In The Ergonomics Process Is:
A) Deny all back injury and cumulative trauma claims.
B) Define responsibilities and hold people accountable for ergonomics.
C) Make people afraid to report symptoms.
D) Eliminate all lifting and repetition from jobs.
ERGOMANIA

77. A Management Responsibility In The Ergonomics Process Is:
A) Deny all back injury and cumulative trauma claims.
B) Define responsibilities and hold people accountable for ergonomics.
C) Make people afraid to report symptoms.
D) Eliminate all lifting and repetition from jobs.
ERGOMANIA

78. One Supervisor Responsibility In The Ergonomics Process Is:
A) Discipline people who don’t lift properly or use good body mechanics.
B) Encourage workers to promptly report aches and pains and suggestions.
C) Convince associates not to worry about things like back pain and wrist pain because they usually just go away.
D) Avoid mentioning words like ergonomics and carpal tunnel syndrome.
ERGOMANIA

79. One Supervisor Responsibility In The Ergonomics Process Is:
A) Discipline people who don’t lift properly or use good body mechanics.
B) Encourage workers to promptly report aches and pains and suggestions.
C) Convince associates not to worry about things like back pain and wrist pain because they usually just go away.
D) Avoid mentioning words like ergonomics and carpal tunnel syndrome.
ERGOMANIA

80. One Employee Responsibility In The Ergonomics Process Is:
A) Promptly report concerns and suggestions to supervisors.
B) Always use the squat lift technique.
C) If your back starts to hurt, go to the store and get a back support belt.
D) Resist any changes to the way the job has always been done.
ERGOMANIA

81. One Employee Responsibility In The Ergonomics Process Is:
A) Promptly report concerns and suggestions to supervisors.
B) Always use the squat lift technique.
C) If your back starts to hurt, go to the store and get a back support belt.
D) Resist any changes to the way the job has always been done.
ERGOMANIA

82. Ways To Get All Employees Involved In An Ergonomics Process Are:
A) Tell a few employees and ask them to spread the word.
B) Use cash rewards and incentives.
C) Through frequent communication and involvement opportunities.
D) Through coersion and intimidation.
ERGOMANIA

83. Ways To Get All Employees Involved In An Ergonomics Process Are:
A) Tell a few employees and ask them to spread the word.
B) Use cash rewards and incentives.
C) Through frequent communication and involvement opportunities.
D) Through coersion and intimidation.
ERGOMANIA

84. Decisions That An Ergonomics Team Should Make During Formation:
A) When, where, and how often the team will meet.
B) Who will be on the team and what are each person’s responsibilities.
C) How to communicate information throughout the organization.
D) All of the above
ERGOMANIA

85. Decisions That An Ergonomics Team Should Make During Formation:
A) When, where, and how often the team will meet.
B) Who will be on the team and what are each person’s responsibilities.
C) How to communicate information throughout the organization.
D) All of the above
ERGOMANIA

86. Important Criteria For Ergonomics Team Members To Possess Are:
A) Superior knowledge and technical skills
B) Avoids challenging company policies and established norms
C) Good communication skills and ability to work with others
D) Is the brother of the CEO
ERGOMANIA

87. Important Criteria For Ergonomics Team Members To Possess Are:
A) Superior knowledge and technical skills
B) Avoids challenging company policies or established norms
C) Good communication skills and ability to work as a team player
D) Is the brother of the CEO
ERGOMANIA

88. Improvement Projects Should Be Prioritized Based On:
A) The number of people that will be affected by the change.
B) The frequency and cost of injuries in the operations.
C) The cost and ease of making the modifications.
D) Any of the above.
ERGOMANIA

89. Improvement Projects Should Be Prioritized Based On:
A) The number of people that will be affected by the change.
B) The frequency and cost of injuries in the operations.
C) The cost and ease of making the modifications.
D) Any of the above.
ERGOMANIA

90. An Effective Ergonomics Process Is Characterized By:
A) Posters and training classes that show people how to use good posture and body mechanics.
B) Elimination of all manual work .
C) Continuous improvements that make jobs safer and more efficient.
D) A system for rotating workers to various jobs.
ERGOMANIA

91. An Effective Ergonomics Process Is Characterized By:
A) Posters and training classes that show people how to use good posture and body mechanics.
B) Elimination of all manual work .
C) Continuous improvements that make jobs safer and more efficient.
D) A system for rotating workers to various jobs.
ERGOMANIA

92. Ways To Keep All Employees Informed Of The Team Progress:
A) Encouraging informal discussions between employees and team members.
B) Posting meeting minutes and project logs on bulletin boards.
C) Company newsletter
D) All of the above
ERGOMANIA

93. Ways To Keep All Employees Informed Of The Team Progress:
A) Encouraging informal discussions between employees and team members.
B) Posting meeting minutes and project logs on bulletin boards.
C) Company newsletter
D) All of the above
ERGOMANIA

94. Blueprint For Success (appendix D-1)
The Blueprint is a summary of steps that should be followed when writing an ergonomics plan
The examples are intended to provoke discussion and guide the team or organization through the process
The written plan should be a fluid document; meaning that as process improvements are developed, it should be updated
Appendix D

95. Steps 1 and 2 - Develop a Mission Statement and Goals
Keep it brief
Consider short term and long term goals
Be ambitious, but also realistic
Be specific
Define activities, not just outcomes
Communicate it

96. Tools and Resources for Defining Mission and Goals
Organizational values and mission
OSHA ergonomics guidelines
Ergonomic implications from compliance with other regulatory agencies
Statistics/Case studies/Success stories from others in industry (competitors)
Perception survey
OCOSH Course - GEN Winning Management Commitment

97. Steps 3 & 4 - Determine key members and responsibilities
Get management and labor representation
Specify roles and responsibilities
Define people who will serve as resources

98. Resources for Determining Roles and Responsibilities
Job descriptions/day-to-day responsibilities
Performance evaluation criteria related to safety and ergonomics
Team charter from other successful committees or projects
Formal education and Training records

99. Steps 5 & 6 - Define Operating Rules, Format & Logistics
Establish regular time, place, and format
Determine how and what types of info will be communicated
Determine where documentation will be kept

100. Tools and Resources for Developing Safety/Ergo Teams
OCOSH courses
GEN Developing Safety Involvement Teams
GEN Facilitating Safety Meetings
University outreach programs
Companies specializing in organizational development
Facilitator training

101. Step 7 - Develop Training
Determine specific training needs
Consider in-depth training for team or coordinator
Provide overview of process for entire staff
Develop job-specific training for all

102. Resources for Ergonomics Training and Materials
OCOSH Courses
ERG Ergonomics for Office
ERG Ergonomics Applied
ERG Ergo and Safety for Healthcare
Corporate and other Internal Resources
Colleges and Universities
Safety and Ergonomics Web Sites
Ergonomics Consulting Firms
Product Vendors

103. Blueprint Group Activity

104. Blueprint Group Activity
You are an Ergonomics Team that will address the following steps from the Blueprint for Success to create your written program.
Steps 1 & 2
Steps 3,4,5, & 6
Step 7
Appendix D

105. Step 8 - Collect and Analyze Relevant Data
Identify what is relevant and available
Determine where it is and how to get it
Avoid overanalyzing
Look beyond the strains and sprains

106. Collect & Analyze Trend/Historical Data
What kind of data do you have to help identify and analyze injury trends?
Where do you find the data?
Appendix E

107. Step 9 - Develop Guidelines for Prioritizing Jobs and Issues
Define key factors
Determine ranking or weighting for factors
Provide data collection forms and methods
Use quantitative and qualitative data
Provide for flexibility
Build on successes

108. Tools for Outlining Prioritization Methods
Perception surveys
Cost data
Symptoms surveys
Ergonomics assessment software

109. Step 10 - Develop Procedures for Ergonomic Job Analysis
Develop standard data collection forms
Determine appropriate assessment tools
Use quantitative and qualitative data
List of authorized/ recommended analysts

110. Resources for Ergonomic Hazard Assessment Tools
NIOSH lifting guide - or
Snook Guidelines for Pushing or Pulling Force -
State of Washington Risk Factor Checklists -
BWC Consultants OHIOBWC

111. Step 11 - Establish Process for Solution Development
Develop ad hoc project team structure
Specify roles and responsibilities
Identify resources for information, ideas, and products
Provide cost/benefit estimating tools

112. Tools and Resources to Assist with Solution Development
Brainstorming
Fishbone diagramming
Success stories
Outside consultants
Vendors
Industry/Trade groups
EMPLOYEES!

113. Step 12 - Devise Procedures to Assist with Approval Process
Develop template for presenting proposal
Provide suggested cost justification method and benchmark
Offer pre-presentation review process
List decision makers

114. Tools and Resources for getting approval for projects
In-house resources
Success stories from others in industry
Cost/Benefit formulas
Compliance - Knowledge of other safety and health issues and requirements
Success stories from other projects
Grants

115. Step 13 - Outline the Solution Implementation Process
Develop ad hoc project team structure
Specify required steps and responsibilities
Provide expected timeframes for steps
Develop sign-off sheets and routing
Outline means of communicating status

116. Tools and Resources to assist with Implementation Process
Action plan templates
Input from people involved in similar types of projects
Input from employees
Communication

117. Step 14 - Develop Project Evaluation Techniques
Define measurables
Specify timeframes for follow-up
Specify person(s) responsible
Provide templates for documentation
Develop procedure for follow-up on issues

118. Tools and Resources for Project Documentation
Comparison with Ergonomic guidelines
Follow-up assessments
Post-intervention surveys
Bulletin boards
Various electronic means
Project documentation forms (appendix H)

119. Step 15 - Develop Protocols for Medical Management
Define symptoms and reporting process
Institute transitional work policies
Develop standard forms for all aspects
Develop roles and responsibilities
Communicate to all

120. Resources for Medical Management Assistance
Managed Care Organizations (MCOs)
Transitional Work Developers
Local Hospitals and Medical Centers
Industrial Rehab Centers
Appendix G

121. Step 16 - Outline Methods for Monitoring the Overall Process
Develop objective measures
Focus on activities and outcomes
Relate successes with organizational values and business pursuit
Implement continuous improvement

122. Tools for Monitoring the Ergonomics Process
Use the Process Monitoring Checklist in Appendix H-26, to assess your company's current ergonomics process.
Appendix H-26

123. Any Questions ?
Thank You