145
WHAT TO EXPECT FROM A SUCCESSFUL ERGONOMICS INITIATIVE.
M. Wynn, Humantech Inc., Ann Arbor, MI.
Successful ergonomics initiatives are effective, efficient, and sustainable. Numerous case studies have been presented by companies in the past few years that demonstrate success. However, many managers do not know how best to describe a successful ergonomics initiative, and are therefore unable to set expectations for their company’s performance in ergonomics.
This presentation will identify the measures companies are using to describe project-specific as well as organization-wide success in ergonomics, and to what degree they are reporting success. Based on a review of over 40 case studies recently presented at national conferences, outcomes will be summarized highlighting the impact of successful ergonomics initiatives on: health and safety metrics such as lost workdays and WMSD rates, performance metrics such as productivity and quality measures, and dollar impacts such as workers’ compensation and cost of quality.
146
ONE METHOD TO ESTABLISH A PARTICIPATORY ERGONOMICS PROGRAM.
R. Burnis, R. Simmons, Mercedes-Benz U.S. International, Vance, AL.
When it comes to workplace ergonomics, private industry faces the neverending challenge of limited resources in conjunction with a dynamic workplace. It can be ineffective and costly to hire outside resources to conduct internal ergonomic studies due to the dynamic workplace changes that can occur, making studies obsolete before engineering controls can be properly implemented. This session will provide information regarding one methodology used to develop a systematic approach to maximize internal resources to implement an effective ergonomic program.
You will come away with a better understanding of: how to involve line supervison, methods/tools to apply “filters” to maximize resource use, and methods to prioritize ergonomic concerns for the best “bang” for the buck.
147
APPROACH FOR IMPLEMENTING LEAN ERGONOMICS AT C-17.
S. Dills, The Boeing Company, Long Beach, CA.
Several indicators pointed to a need for a more robust ergonomics program at Boeing’s C-17 manufacturing facility in Long Beach, Calif. Sponsored by the Lean Manufacturing department and opened in July 2004, the purpose of the Ergonomic Center is twofold: (1) provide walk-in access for mechanics to our two ergonomists for assistance, and (2) serve as the hub of all ergonomic activity on the production floor. Our model of deployment is based on three assets: our strong culture of employee involvement, custom technology solutions created in partnership with California State University Long Beach Advanced Technology Lab, and development of a lean enterprise. Our goals are to provide value to our customers and stakeholders by reducing injuries and their associated costs, and positively impact our business metrics. To that end, activities underway or planned in the near-future include: job analyses and solution implementation to reduce or eliminate the ergonomic risk, a means for any employee to request assistance in-person or remotely from any shop floor computer, an investigation of the past 18 months of ergonomic lost work day cases to identify common issues and solutions, comprehensive testing of ergonomic pneumatic hand tools to support a plan to replace all such tools within four years, development of custom technology solutions, a factory-wide stretching program, an incentive program to motivate employees to apply ergonomics in their work area, value stream mapping our processes to identify opportunities for improvement, conducting accelerated improvement workshops (Kaizen events) to resolve issues within or between departments, and efforts to capture the true costs of injuries to justify solution expenses.
The intent for all activities is to conduct them efficiently and effectively to promote a healthy and happy work force.
148
ERGONOMIC PROGRAM ASSESSMENT.
K. McCoskey, U.S. Army CHPPM, Aberdeen Proving Ground, MD.
Recently there has been an increased focus on developing and implementing ergonomic programs in the Department of Defense. In an effort to reduce injuries affecting the civilian work force and improve military readiness, the Secretary of Defense has issued a memorandum requiring a 50% decrease in all lost-time injuries within two years. Ergonomists are now faced with the need to assess the programs that have been developed. Ergonomics program assessment is an essential step in the process of creating successful, self-sustaining programs. Program implementation, progress, and effectiveness can be evaluated through both external and internal review of the installation ergonomics program. Factors to be evaluated include the number of requests for service, changes in incidence and severity rates of work-related musculoskeletal disorders, and changes in productivity and personnel morale. The implementation of a comprehensive program assessment will allow installations to identify trends and deficiencies in their programs and develop corrective actions. Session attendees will learn how to (1) perform an ergonomics program assessment and (2) facilitate development of revised program plans and priorities.
149
REGIONAL DIFFERENCES IN JOB ROTATION UTILIZATION.
K. Davis, S. Kotowski, University of Cincinnati, Cincinnati, OH; M. Jorgensen, P. Veluswamy, C. Ekrut, Wichita State University, Wichita, KS.
As companies struggle to maintain profits in industries that suffer high work-related injury costs, inexpensive but effective interventions are being progressively more sought after. One potentially cost-effective intervention strategy is job rotation (JR). The premise of JR is that individuals rotate between jobs during the shift, with the objective of minimizing cumulative loading on any specific body region. Currently, little is known about the utilization of JR and whether regional differences exist. The study objectives were to determine whether there are regional differences in the prevalence of JR, reasons for implementation, and benefits and limitations. A total of 233 manufacturing companies—147 in the Wichita, Kansas, region and 86 in the Cincinnati, Ohio, region—were contacted by phone and asked to complete an online survey. Seventy-six percent of the companies provided information about JR use with 50% of those using rotation actually completing the survey. The percentage of companies using JR in the Wichita region was 31.6% compared to 55.4% in the Cincinnati region. Length of rotation periods appeared to be based on convenience and breaks (median length of two hours). Job rotation appears to be a long-term solution since median time of utilization was four years for Wichita and eight years for Cincinnati. The main objective for job rotation implementation was to reduce injury rates. Methods used to develop rotation differed by region with the Wichita area relying upon supervisor decisions, ergonomic job analyses, and worker inputs while the Cincinnati region was driven by supervisor decisions and, to a lesser extent, ergonomic assessments. Regional differences were seen for perceived benefits of JR. Companies in the Wichita region rated potential limitations higher than in the Cincinnati region. Both regions appear to have a significant number of companies utilizing job rotation with many perceived benefits that have yet to be verified.
150
MANAGING ERGONOMICS AS AN IMPROVEMENT PROCESS: A ROADMAP FOR AN EFFECTIVE AND
SUSTAINABLE MANAGEMENT SYSTEM.
W. Rostykus, T. Silva, Humantech Inc., Ann Arbor, MI.
Ergonomics initiatives are most effective when applied in a systematic fashion consistent with existing business practices. When applied to an ergonomics process, the Plan-Do-Check-Act quality model of continuous improvement and the Safety Management System structure (OHSAS 18001, ANSI Z10, ISO 14001) provide a systematic approach for planning, managing, and tracking changes to the work environment and tasks that reduce ergonomic risk factors. Planning and implementing strategic program elements are critical for the continued support and effectiveness of the tactical activities of ergonomic risk assessments and solutions.
This approach illustrates an integrated system for managing safety and productivity benefits with proven improvements to an organization’s bottom line. Elements of the approach provide a roadmap that will guide program managers through logical and comprehensive steps to establish a new ergonomics process, or to improve an existing one. Using process steps and illustrations based on successful practices from Fortune 500 companies, this session will examine the application of this approach and all process elements. Program managers will find that they can transfer this model and apply it as a method for integrating and systematically managing other aspects of any workplace health and safety program.
Posted May 30, 2005