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 Programwww.oshainfo.gatech.edu

Engineering and Ergonomic Methods

Define the Problem Measure the Severity Analyze the Problem Improvement Options: Generate, Evaluate, and

Specify Controlled 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

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

0 2000 4000 6000 8000 10000

MSDs of the Back

Upper ExtremityMSDs

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 300Total Recordable and DART Rates related to

Musculoskeletal disorders Checklists Observations Interviews

Analyze The Problem

Numerous Analysis Tools include:Job Hazard AnalysisChecklistsObservations

Improvement and ControlImprovement and ControlControl Techniques

Engineering Controls Work Practices Administrative Controls Personal Protective Equipment

ErgonomicsErgonomicsControl Techniques

Engineering Controls

Work station design Work methods Tool design Reducing or

spreading force Obtaining better

mechanical advantage

ErgonomicsErgonomicsControl Techniques

Work Practices

Task Enlargement

Work techniques

Conditioning

ErgonomicsErgonomicsControl 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

ErgonomicsErgonomicsProgram 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 14001 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.”