THE 2015 ERGO CUP® COMPETITION The internationally recognized Ergo Cup® competition, sponsored by the Ergonomics Center of North Carolinaand Edward P. Fitts Department of Industrial and Systems Engineering at North Carolina State University and presented by IIE, provides an exciting opportunity for companies to highlight their successful ergonomic solutions. The general theme across all Ergo Cup® categories is innovation.

Category: Ergonomics Program Improvement Initiatives Ergonomics Training Center and Sandbox Goodyear Tire & Rubber Company Fayetteville, NC Booth #422 Presentation Description: Our innovative solution was developed and implemented to address our leading cause of injury to our associates - over 60 percent of our injuries were related to ergonomics. It began as an ergonomics training center dedicated to training associates in the fundamentals of force, posture, position. Space was dedicated within the plant for this training area, and creative ideas by our team improved training and skill transfer by adding visual, hands-on demonstrations of each risk factor and how to control them. The concept grew, and today the area has been expanded to include the Ergonomics Sandbox. Actual pieces of production equipment have been installed in the area, and just like a sandbox, the associates visit the area to try out new ideas on the equipment in order to create improvements and reduce risk. Problem: Our presentation will include video, demonstration, and description to communicate how The Ergonomics Center and Sandbox has created the way for us to directly engage the problem-solving power of all of our associates to solve our most challenging production tasks and dramatically improve safety. The Ergonomics Training Center and Ergonomic Sandbox has enabled us to address several complex issues: 1) Injury reduction - over 60% of injuries experienced in the plant were associated with ergonomics 2) Engagement – our plant has over 2000 associates and a meaningful method to engage everyone in the safety improvement process was needed 3) Expertise – our associates are experts in our processes, and a way to apply their knowledge to problem-solving was crucial to project success Solution: Our team first achieved support for an ergonomics training center, which was installed to provide training on the fundamentals. This concept was expanded with hands-on training aids that provide a visual and tactile method to demonstrate the effects of force….on the body, and how to control these risk factors. Today we have added the Ergonomic Sandbox, which allows associates to test and demonstrate new ideas on actual pieces of equipment to reduce risk of injury and improve our job tasks. 56% improvement in ergonomic related OSHA injuries

Measureable Outcomes: Plant Optimization---Associate involvement in providing solutions for at risk jobs through ideas generated in the ergonomic sandbox by the natural work group. Ergo Coach Honda of America Mfg., Inc. East Liberty, Ohio Booth# 424 Presentation Description: The Assembly department identified a trend of increased injuries due to poor technique. Poor technique included poor body positioning and inefficient motions. These injuries occurred to associates who were newly hired, recently transferred, or new to the process. The team decided that this could be improved with “ergo coaches” who would teach associates proper ergonomic technique as they trained them on their new process. The team developed training and identified the responsibilities of these “ergo coaches”. The areas with the greatest potential for impact were selected for implementation. Injuries were reduced by 65% and quality was improved by 52%. Problem: Associates new to a process were not taught the best “ergonomic” method. This led to injuries to new associates who struggled to complete the jobs using poor technique. Over the previous year, 22 associates experienced injuries related to poor technique on a new job. Solution: Associates were selected to become “Ergo Coaches” who would train associates who were new to their process. The Ergo Coaches were trained in Ergonomics Work Methods, MoveSmart Train-The-Trainer, and Quality Systems. After completing this training, the Ergo Coaches began a technique training and follow-up system for associates who were new to their process. When teaching the new associates how to perform their processes, they taught them proper technique for safety and quality. Measureable Outcomes: Safety: 65% reduction in injuries related to poor technique. Injuries were reduced from 22 total cases (12 OSHA-recordable and 10 First Aid) to 12 total cases (8 OSHA-recordable and 4 First Aid). Quality: 52% improvement in quality (reduction in rejected parts) Production: 41% reduction in process downtime. Cost: $387,500 in annual savings, due to reduction in injuries and parts rejections. The cost for the training was $40,000. Associate morale: Significant improvement in associate morale based on associate feedback. The new associates appreciate getting peer-to-peer recommendations on technique. Hand Dominance Program: Breaking Old Habits Toyota Motor Manufacturing Kentucky (TMMK) Georgetown, KY Booth #: 421 Presentation Description: Historically, Paint Shop Team Members (TMs) at Toyota's Kentucky assembly plant were trained to spray topcoat with their dominant hand. Dominant hand use was seen as resulting in the very best paint quality. However, depending on what they were spraying, using the dominant hand resulted in very awkward upper extremity postures. This led to a string of upper extremity WMSDs. To reduce injuries, TMs challenged tradition and embarked on a program to train themselves to spray with the non-dominant hand. Their comprehensive program included detailed analysis of appropriate hand by vehicle zone, updating standardized work, non-dominant hand training on off-line and lineside production,

as well as regular work audits. Months after implementation, injuries were significantly reduced and, most surprisingly, paint quality was improved. Non-dominant hand training was implemented into the Virtual Spray Trainer to ensure new TMs are trained correctly from the beginning. Problem: Continuously spraying with the dominant hand/arm for extended duration, coupled with often awkward and static upper extremity postures, led to 7 recordable WMSDs in less than one year, as well as 31 additional reports of early WMSD symptoms in the same time period. Ten of 12 Topcoat Spray jobs were assessed as high risk, primarily on the right side of the body. TMs had been trained to spray with the dominant hand and felt that involving the non-dominant hand would be a difficult habit to break and that it would result in sub-par paint quality. Solution: The Paint Ergo Team challenged tradition by asking the simple question: Is there a better way? After determining most appropriate hand to use by vehicle spray zone and numerically showing that risk would lower if this methodology was implemented, they set out to design a sustainable program to encourage ambidextrous spraying. Standardized work for each job was updated to show required hand by spray zone to result in most neutral posture. Production TMs were involved and had to agree to all changes. TMs were retrained on fundamental paint skills and trained to use their non-dominant hand on off-line vehicles, a little more each time. Supervisors videotaped TMs to show them their working posture and how it could be further improved. Standard work audits were performed weekly to track progress. Once they were ready, TMs implemented their skills lineside, more confidently each time until it became the "new habit". Measureable Outcomes: WMSDs: 60% reduction in high risk job count, from 10 to 4. 98% reduction in recordable WMSDs, from 7 to 1, thus saving $150K. 26% reduction in early WSMD reports, from 38 to 29, thus saving $32.5K. Quality/Time/Cost: 47% reduction in man-controllable paint defects; Reduced off-line repair hours from 5 per 100 vehicles to 2.5 per 100 vehicles, thus savings 10 hours per shift. Annual savings of 4,900 work hours, or $122.5K. Total Savings: $305K. Cost of Solution: $32K (all work hours used to implement program). ROI: 853%. Payback Period: 25 days. New Program for GE LODZ Facility: “ERGO RESPONSIBLE” GE Power Controls S.A., Poland Booth #: 423 Presentation Description: "Are we ERGO responsible?" The question arose at the beginning of our journey. Being responsible means continuous care for risk reduction, engaging others to think about probable disorders and teaching them how to counteract. It is also connecting all functions to support ergonomic solutions, so that everyone keeps Ergonomics in mind every day – continuously. What we have gained is the chain reaction - specialists, situated among the employees, who advise and set a good example to them and facilitate ergonomic improvements. In 2014 we have implemented 250 Kaizen Ergonomics ideas (0.6 idea / employee), which we demonstrates real success! Problem: During the past few years as the ergonomics awareness increased among managers, engineers and employees directly affected by ergonomic projects, the existing program became insufficient for further improvement. As we decided to launch a new initiative within our program, we wanted to know the

voice of our customers (employees). The Information was gathered through Interviews that were conducted with approximately 10% of employees and Body Discomfort Survey to reveal which parts of the body are ergonomically overburdened. Examples of the comments that we received were: “There are not enough projects” “It is only the specialist who knows what REBA/RULA is…” “I feel not much employee engagement” “We rather focus on huge Ergonomics Projects (instead of continuous actions) “At my workplace it is impossible to do noticeable change” The outcome from the survey showed the highest potential risks with back and wrists. Additionally, the respondents often claimed to be too exhausted to even go for a walk after work, or they believed that it is enough that they work physically. We defined our problem in a few points. The first was a lack of connection between many ergonomics actions and efforts. Secondly, we often focused on huge projects, but we did not organize small awareness-raising actions. Last but not least, too rarely we asked our customer what the real problems were and the root causes of those problems. Solution: We started with setting improvement objectives. The most important ones for us were to have clear program rules and to connect all the initiatives that can help our ergonomics program like Kaizen (Ideas brought and implemented by employees), Ergonomic Risk Assessment, Productivity Projects, Lean Action Workouts. After having done Problem Analysis our Lodz Ergo Team organized a 4-hour mini Action Workout (AWO) to create the new program, which was approved by Staff Members and presented to all employees in the quarterly meeting. Some of the ideas from the mini AWO were: • Attractive & innovative ergonomics solution – ERGO Room • To use the ergonomics specialist for credibility • Program should affect all employees • Cost – friendly option as the only one possible • Lots of reminders to employees on how important ergonomics is • Simple, simple, simple • More knowledge to manufacturing We also published the theme to be “ERGO Responsible” because everyone should be responsible for their own ergonomic behavior; it connects all functions together; and always being concerned about working in an ERGO environment is the only way we can succeed widely. The program was divided into 4 pillars: Information, Activity, Awareness & Engagement and Productivity. A brief description of each pillar follows. Information - Our main goal was to provide very practical information. We created many e-mail or web actions (e.g. Carpal Tunnel Syndrome Prevention), new local ERGO Community Website where at least once quarterly an employee can live chat with a physiotherapist on particular production areas. Additionally, there were a few poster & leaflet actions connected with shop floor interviews (e.g. Weightlifting – how should we do it in a secure way?)

Activity – The main goal for this pillar was to encourage people to be active. Our program includes quarterly actions with ergonomics specialists, often connected with the GE HealthAhead wellness program (Exercises, Nordic Walking, Bicycle Routes etc.). Additionally, we created the ERGO Room which is an innovative place for Ergonomics Trainings, getting information, short exercises (mainly for back and wrists (5, 10, 15min programs)), lending ergonomic equipment (e.g. ergo pads), Ergo & EHS Books. We consulted with Polish Ergonomics Specialists (prof. Ewa Gorska & Zbigniew Wronski) when we were gathering ideas for the room. Awareness& Engagement - The main goal for this pillar was to create a chain reaction in ergonomics awareness and generate Ergo Improvement Ideas. In 2014 we trained 20 Ergo Specialists (a minimum of 2 from each department) to be the first contact for colleagues to perform training and ergonomics risks assessment, and to offer and receive improvement suggestions. We already have more than 30 work stations analyzed by Ergo Specialists. Additionally, during Ergo Month the competition for the best Ergo Kaizen Idea was announced – as recognition we purchased a few Ergo gadgets. For the office ergonomics our Moonshine Shop together with Ergo Team created a head silhouette “device” to quickly help people set their monitor’s height properly. Adjustments using this device have been performed already several times. Productivity – The main goal for this pillar was to encourage employees to raise Ergonomics Ideas that are connected to productivity. There were MTM (Methods Time Measurement) analysis done – which led to 50,000$ variable cost productivity (VCP) Project. Additionally, we already have more than 200 ERGO Kaizen projects executed in 2014 including 6 that eliminated medium/high ergonomic risks (e.g. Lifting of wire spools – 2,000$) Measureable Outcomes: The main outcome that has been measured is productivity in the Simple ROI Form. The calculations are as follows: Productivity Gains: 52k$ (VCP Projects) + 150k$ (Risk Elimination through ERGO Kaizen Ideas execution) Cost: 15k$ (Cost of external specialists, ERGO Room equipment) Simple ROI : 52+150/15 = 13.46 Additionally we have measured the success of our Program Initiative in following metrics: • more than 20% people took part in the program activities • there were at least 5 prepared activities in quarter • the number of ERGO Kaizen ideas has increased by 30% • there are at least 2 Ergo Specialists at each department (in total: 20) Ergonomic Analysis and Stretching Program Cummins Filtration Turkey Booth: 425 Presentation Description: The Cummins Filtration Izmir site has developed a comprehensive risk analysis and stretching program that involved collaborative efforts with the shop floor employees and a local university. The result was an organized program that has led to effective results. Their presentation involves a very well-done video as well as a comprehensive and professional stretching guide booklet that was developed and issued to the employees. Problem: At the Cummins Filtration Izmir site, ergonomic-related injuries were the #1 source of injuries as well as one of the highest identified risks through the site’s comprehensive risk assessment program.

Additionally, the site was seeing a large amount of lost work days and restricted days from employees as a result of ergonomic injuries. Solution: The site developed a comprehensive ergonomic risk identification, improvement and stretching program. The program was sponsored by the site plant manager and involved heavy involvement from shop floor employees. The employees were instrumental in helping with the development of solutions to the ergonomic issues. Additionally, the stretching program was a collaborative effort between the site and a local university. The resulting output being a stretching guide/program (that involves all employees) but also is custom tailored to the employees through testing and consultation. Measureable Outcomes: Since the implementation of the program, the site has seen a 33% reduction in their average risk score for the site ergonomic assessments while also seeing a 39% improvement (reduction) in their lost work days. Cummins Inc. IMOD East Peoria Ergonomics Process Caterpillar Inc. East Peoria, Illinois Booth: 420 Presentation Description: This project details the IMOD East Peoria Caterpillar Division's overhaul of their ergonomics process. The facility had previously used an off the shelf companies process. The facility was determined to develop something that better fit the needs of their organization. The cross functional team included medical, safety, engineering, and operations. The team investigated new methods to evaluate ergonomic risk both reactively and proactively. Once tools were created a process was agreed upon and training created. The facility ran a pilot to determine if process improvements were needed. Once the pilot was deemed successful, the process was implement facility wide. Problem: Injury statistics show our most common injury types are pains and strains (ergonomic etiology). IMOD EP did not have an effective tool to evaluate injuries, evaluate processes, or provide ergonomic information about our work processes to our medical and worker’s compensation groups. We have the opportunity to address 25% of all first aid visits and 50% of all recordable injuries by addressing ergonomic risks. Solution: Sustainable Ergonomic Education – Ergonomic Training for IMOD East Peoria, to be instructor-led Ergonomic Tools developed and validated in electronic form

Tools & Training available on Connections Website

Recommended Roles and Responsibilities for Ergonomic Program at IMOD East Peoria

Process Plan & Process Map

Validation of Training and Ergonomic Tools

Standard Work

Ergonomic assessment tool package

Uniform manner in identifying Ergonomic Risk

Scientific/Analytical/Calculated measure of ergonomic risk (medically recognized)

East Peoria is the Benchmark for Caterpillar Ergonomic process as a whole Measureable Outcomes: People: Reduction of 37 injuries Quality: Standard work developed improves quality of our product

Velocity: Standard work and reduction of injuries have improved velocity Cost: Estimated cost savings of $555,000

Workplace Solutions I (Team-Driven Workplace Solutions with internal competitions) Parts Delivery Rack Optimization Volkswagen Group of America Chattanooga, Tennessee Booth #: 115 Presentation Description: The idea for optimized delivery racks began during a lunch-time discussion amongst Volkswagen employees and blossomed into an innovative improvement in parts delivery and resulted in a positive impact to ergonomic, production, and quality processes! Delivery racks intended for door sub-assembly parts were designed and built by employees to reduce the ergonomic strain of loading and unloading parts. By reorienting the parts from a vertical to horizontal loading position, the rack effectively eliminated the strain of elbow-above-shoulder movement and reduced hand burden. The redesigned rack further improved productivity by increasing the quantity of parts for storage and shortened the process time. Problem: Prior to the ergonomic enhancement, door sub-assembly parts were delivered to the process in an upright or standing position in an open-top container. The vertical orientation of the parts created an inefficient working condition - loading and unloading parts required a body posture with elbows above shoulder during a 10 lb. lift (> 160 lifts per shift), in addition to excessive hand manipulation to separate parts’ binding. The result was numerous complaints from team members regarding discomfort, injuries, production delays and quality defects. Solution: A self-led group of employees conceptualized, designed and built a simple rack delivery system that reoriented sub-assembly door parts to a horizontal position. The redesigned rack now delivers parts at an optimal pick / place height, reducing ergonomic burden both for rack loaders and team members on line. The positioning allows for parts to be organized into sets, which optimizes reach distance, provides visual cues for sorting, reduces hand stress, and eliminates many defects previously experienced through parts handling. In addition, the solution provides improved productivity by reducing binding and sorting time, and also allows for a two-fold increase in the quantity of parts in the same container space, thus minimizing deliveries and saving floor space. Measureable Outcomes: This ergonomic improvement led to multiple instances of safety, quality, delivery and cost improvements. Volkswagen employees designed and built the rack delivery system at a cost of $320 per rack, including material and labor costs, with similar construction by outside vendors quoted at $1700 per rack. A total of 13 racks were constructed at a total cost of $4,160, resulting in a cost savings of $17,340. The safety implications were also quantified with a 24% reduction in the ergonomic burden score. This was accomplished by eliminating excessive reach and hand burden, resulting in a reduction in discomfort complaints from 12 to 4, and reduced ergonomic work related injuries from 3 to 0 (this further resulted in a cost savings of $3,800 per year). Eliminating the binding process led to a reduction of defects, resulting in a $0.04 per car savings (or $4,600 per year), and improved parts positioning and reduction of handling time led to an additional 4.9 seconds per cycle savings (or $5,819 per year). The new system also allowed for double the quantity of parts on the rack, leading to 50% less deliveries – a 29 second per cycle reduction (or $34,000 per year). This optimization resulted in a total annual savings of $65,559, and an ROI of 15.5 production days. This delivery concept is now the benchmark for new process design and internal delivery systems.

Torque Eliminators Honda of America Mfg., Inc. Anna, Ohio Booth #: 120 Presentation Description: With the planning of a new engine assembly line, the team took a proactive approach. An investigation of manual torque processes on the existing assembly lines was conducted to identify current problems. Based on this investigation, they identified a problem with highly repetitive and high force manual tappet nut torques. The team determined that they could greatly reduce the number of nut torques by installing a torque arm with the new assembly line. This reduced the number of manual torques by an average of 87%. Problem: Tappet nut torque was found to require two associates on each of the other two assembly lines. These two associates both torque eight tappet nuts on each 4-cylinder engine produced. Each tappet nut requires 12.65 pounds of force to manually torque, or over 101 pounds of cumulative force per engine. With production of 888 engines per shift, this is done 7104 times each shift. The high force and repetition of this process can result in cumulative trauma disorders. Solution: The team investigated several different countermeasure options, including automation. They determined that the best solution would be to install a torque arm, which would only require the associate to manually torque tappet nuts marked as “no good”. This reduced the number of tappet nuts to torque from 8 per engine to an average of 1 per engine, greatly reducing the cumulative force and repetition placed upon the associates at this process. Quality confirmation is also immediate. The equipment identifies which tappet nut must be torqued and the engine will not release from the process until the correct torque is performed. Measureable Outcomes: Safety: The use of the torque arm reduced tappet nut torque repetition from 7104 times per shift to 888 times per shift, an improvement of over 87%. The cumulative torque force per engine was reduced from 101.2 pounds to 12.65 pounds. Quality: There have been zero loose tappet nuts leave the plant. The automobile assembly plants have occasionally found loose tappet nuts from the other two engine assembly lines. Cost: This project created a labor cost savings of $210,000 per year. With a project cost of $26,044 (labor and equipment), the payback was 1.5 months. Grab a Gear Without Fear Toyota Motor Manufacturing West Virginia (TMMWV) Buffalo, WV Booth #: 101 Presentation Description: At Toyota's West Virginia engine plant, for every engine assembled a team member (TM) picks up two sets of one intake and one exhaust variable valve timing (VVT) gear and joins each set together in the correct orientation prior to chain install. The old packaging required TMs to pick up four VVT gears per 54 second cycle, with awkward upper extremity postures, then rotate the wrist to flip each nearly 3 lb. gear into the correct orientation. This significant wrist strain led to 2 injuries and 7 reports of early WMSD symptoms. A production team designed a new tote and insert tray that keep the arms in neutral posture and prevent TMs from having to flip the VVT gears over. This packaging redesign eliminated injuries and reduced cycle time and logistics costs. Two other Toyota engine plants adopted this innovative packaging.

Problem: The old packaging required team members to pick up four VVT gears per 54-second work cycle with awkward shoulder, elbow, and wrist postures, then rotate the wrist to flip each nearly 3 lb. gear into the correct orientation. There were approximately 2,140 wrist rotations per day. This wrist strain led to 2 injuries and 7 additional reports of early WMSD symptoms. Having to reorient the gears into proper position was also inefficient and resulted in rework should the gears not be correctly positioned prior to joining via chain install. Solution: A production team designed a new tote & insert tray for the VVT gears to keep the arms in neutral posture and prevent TMs from having to flip the gears over, eliminating 2,140 wrist rotations per shift. The VVT gears will only snap in and nest in the insert tray one way in the proper position, which prevents improper loading at the supplier and ensures proper orientation for the Toyota TM to pick up. TMs have applied for a patent for this unique snap-in tray feature. Tray redesign also improves quality by ensuring that intake and exhaust VVT gears are always joined in correct orientation. The new tray fits 6 gears, not 4, thereby reducing logistics costs. Benefits extend to the VVT gear supplier as the redesigned packaging no longer requires the tray to be removed from the tote for washing, thereby saving their time and cost. Measureable Outcomes: WMSDs: From 7 reports of early WMSD symptoms ($25K) & 2 recordable injuries ($50K) to no concerns since implementation, saving $75K. Logistics Savings: New tray design increases parts per tray from 4 to 6 (50% capacity increase). Reduced cost by $2.21/tote & $58/delivery. Annual Savings of $60K. Productivity Improvements: Reduced handling of totes by 88/shift; Reduced # pallets by 1.5/shift. 3 sec/cycle savings (47 min less/shift)—less spinning parts around to orient. Annual Savings of $13K. Total Estimated Savings: $148K. Cost of Solution: $100K (all time and labor from 3 Toyota engine facilities, 2 supplier locations, and 1 packaging vendor). ROI: 48%. Pay back: 165 Days. The Pick Upsters Honda Transmission Mfg. Russells Point, Ohio Booth #: 122 Presentation Description: A new model gear was introduced which was smaller in size. Picking up the new gear created an awkward pinch grip, changing from a 4-finger to a 2-finger grip with 16 lbs. of pinch force. Through investigation, the team designed a tool allowing associates to pick up the gear with a full power grip using the thumb to press a spring loaded mechanism with 6.5 lbs. of thumb press force. With an in house cost of $2,000 and a cost avoidance and savings of $8,000 from injury prevention, reduced scrap, and labor savings, ROI was achieved in 3 Months. Problem: The team identified the following concerns with the new gear: Safety: A 2-finger pinch grip of approximately 16 lbs. Wrist bent for 30 seconds total.

Oily gripping surface - potential for slipping off fingers Quality: Average of 2 parts dropped annually resulting in scrap gears Delivery: Double handling to pick up and place parts resulting in 3 additional seconds per cycle Cost: Injury potential, scrap, and non-value added time totaling $8,000 loss annually Morale: Associates did not like doing this process Solution: The team designed a tool to pick up the new gear using a power grip instead of a 2- fingered pinch grip. The tool went through a 3 generation series for implementation. The tool was designed to easily pick up the gear preventing potential for awkward hand posture and dropping the part on the ground. The team incorporated specifications from internal Honda Ergonomics Guidelines for tool weight and handle design. Use of the tool also eliminated double handling of the gear. Measureable Outcomes: Safety: Changed a 16 lb. 2-finger pinch grip to a power grip with a 6.5 thumb press to actuate the tool Eliminated potential for dropping parts on the foot Eliminated wrist bending Quality: Eliminated scrapping 2 parts annually Delivery: Eliminated 39 minutes of non-value added time per shift Morale: All associates now prefer the new method of picking up gears Cost: With yearly scrap and labor cost of $8,000 we have 3 month ROI / Payback in 3 months ($8,000 in injury avoidance and scrap elimination and cycle time reduction) Pretreatment Mini Line Tanks PPG Industries, Automotive OEM Cleveland OH Booth #: 103 Presentation Description: PPG’s Cleveland laboratory develops and supports pretreatment products for the automotive industry. Previously, the team used a series of seven 100-gallon pretreatment tanks to execute this work. The large tanks are cumbersome and time-consuming to use with a host of ergonomically unfriendly tasks which pose a variety of risks including potential shoulder, back, and trip injuries. Our team was tasked to double lab output. We seized this opportunity to create a series of ergonomically friendly tanks/processes while simultaneously leaning out the process to improve overall effectiveness with a smaller footprint and higher quality capability. Problem: Our existing lab was not capable of handling all our lab requests, and the equipment was nearly unmanageable for short stature employees to operate. The control panels are at the back of bulky tanks. The pressure regulating valves and filters are only accessible from the maintenance aisle behind the tanks, which is awkward due to hard-piping interference with access. These seven legacy tanks were very inflexible in what mode they could be used (spray or immersion of test panels only), which required the use of a number of supplementary 5 gallon pails with overhead mixers on the floor next to the tanks. This

increased the potential for trip hazards and made it even more difficult to reach the control panels. The overall legacy design potentially lent itself to a number of ergonomic short-comings including slip, trip, reaching, twisting, and bending hazards. The maintenance aisle required maneuvering in tight spaces behind the tanks with trip hazards in the access-way. The large, 100-gallon tanks required more chemicals which in turn resulted in lifting and pouring of 50+ lb. pails of hazardous materials, further exposing the employee to potential ergonomic and safety issues. The layout of the area did not afford lean process flow which occasionally resulted in congested and crossing workflows. Solution: Our solution involved designing a series of tanks for our new lab space, which, due to space constraints required a smaller system footprint. The team compiled a list of issues (ergonomic and process deficiencies), and brainstormed plausible solutions. As a result, all controls (valves and switches) were moved forward so that they are easily accessible by any member of the team. The height and off-set design of the stacked tanks were adjusted to eliminate reach hazards. The filters were moved to an easily accessible location so that we do not have the need to maneuver behind the tanks to reach them. The tanks were re-oriented to create a maintenance aisle that has been cleared of trip hazards and pinch points. The tank volumes were reduced from 100 gallons to only 24 which eliminates the need for large amounts of raw materials (and reduces hazardous wastes accordingly) without diminishing our capability. The new off-set tanks incorporate flexibility by allowing for spray and immersion in each stage so that no auxiliary pails are needed. This also means that instead of seven stages, we increased our capability to 14 stages. The work area was designed to allow for simple, non-overlapping workflows to increase efficiency. Measureable Outcomes: Our new design cost $115,075 less than building a duplicate tank system similar to what we have used for many years, and has effectively doubled the output of the lab. We also now have more flexible and consistent application options, all packed into 60% of the old lab floor space. The dual purpose spray/immersion design allows us to more closely match customer lines with proper applications so we can address issues directly without as many time consuming process iterations. This helps our problem solving efficiency. If we base an ROI calculation on safety, ergonomics, and productivity advantages alone, we calculate a 13 month payback. Calculation: $136,820 avoided injury cost/year + $22,226 productivity gain/year = $159,046/year $174,725 investment/$159,046 saved costs/year = 1.1 years or 13 months The ergonomic advantages include: singular-direction lean workflow, elimination of the need to bend and reach, and greatly improved maintenance access which eliminate trip hazards and pinch points. PPG Industries Ergo Buggy: Balanced Tilting Cart for Part Presentation Honda of Canada Mfg. Alliston ON, Canada Booth#: 124 Presentation Description: Ergo Buggy is a cart that rotates parts within its own foot print. The mechanism is balanced to ensure smooth and controlled tilting. It is interlocked with the cart tow attachment and a foot pedal to prevent accidental rotation. This solution was implemented to improve horizontal and vertical reach and associated awkward postures of the upper limb and back while lifting glovebox from packaging for assembly. The results included a savings of >3 injuries a year, reduction of 32 scrap parts per year, reduction of process time by 4.3 seconds per vehicle. ROI = 1.6; Payback 2.6 months.

Problem: Using Assembly department injury data we recognized that one of the top5 causes of musculoskeletal injuries was reaching for parts or tools. The top process identified was Glove Box Install. - Associates retrieved the glovebox using a one-hand lift of a 2.11kg glovebox while reaching up and out. - This task is completed 1 time per minute. Associates rotate every 2 hour rotation and may complete this joy twice a day. There are 6 rows of parts in a cart and Associates report difficulty with the 2nd-6th row (5 parts per row). Therefore 25 out or 30 gloveboxes were of concern. - There is a history of Musculoskeletal injury related to this task. In 1.5 years there were 4 First Aid incidents and 1 Reportable Health Care Claim resulting in a cost of $68000 (41,333/year). - An Ergonomic assessment of the task was performed. The following risk factors were identified o Horizontal reach up to 27” (680mm) which is red by Honda North American Ergo Guidelines. o Vertical reach up to 69” (1750mm) (Red by Honda Ergo Guidelines) o Awkward Postures: Shoulder flexion & abduction greater than 90deg. Elbow rotation and wrist deviation while gripping parts in packaging and when lifting part from bin. Back flexion when reaching for the glovebox. o Contact stress: on the mid torso when reaching over the lip of the cart - A discomfort survey with 14 Associates who do this process was conducted. o 71% reported soreness/pain in wrist, 51% in the elbow, 43% in the shoulder and 64% in other body parts including back, neck and knees. - Another safety concern was identified when performing this task. Due to the extended reach, many Associates were standing on the base of the cart posing as slip and fall hazard. - Quality was negatively impacted as scratches or defects were being caused by Associates removing gloveboxes from the back rows of the cart and staging them on the front row of parts to reduce reach (this also resulted in non-value added time from walking around the cart). There were also case of dropping gloveboxes due to the awkward handling. This resulted in 35 scraped parts in one year at a cost of $462.35. - Process time to complete this parts retrieval task included an extra 4.3 seconds of non-value added time to step up, reach and re-grip the glovebox. Solution: Three option to countermeasure the problem were reviewed and a decision analysis completed. o We trialed changing the packaging orientation to a side load versus a top load. Although a successful ergonomic solution, the resulting cost to modify all shipping containers was prohibitive. o A tilt and lift table was also considered however the required guarding and safety controls could not be accommodated due to the limited lineside space available without significant facility changes and associated cost. Also this solution doesn’t facilitate Honda’s flexible manufacturing approach. o A third innovative idea came from observing a subassembly workstation where radio are placed in a rotating fixture to allow access to all sides. - Targets: Our team targeted to eliminate the awkward shoulder, back and wrist postures as well as the contact stress by reducing the required reach to the parts in the carts by at least 4” (96mm) in the horizontal and 19” (480mm) in the vertical to bring the reach into the green Honda ergo guideline. - The Solution: Our team created a cart that rotates a tote of parts within its own foot print. The mechanism is balanced to ensure smooth and controlled tilting and is easily adjustable to accommodate others totes and parts or different shape and weight. We also included features such as an interlock with the cart towing attachment and a foot pedal to unlock the tilt to ensure it will not accidently rotate. - This solution has now been in production since January 2013. - We created an initial sketch (on a napkin) of the cart and commissioned a prototype to trial. Five iterations of the design were created and tested during 7 month evaluation period before arriving at the final solution. During this time the interlocks and locking features were designed and a risk assessment completed which identified other pinch points that were controlled in the final design - An Ergonomic assessment of the new task was performed. o Horizontal reach was reduced to 10” – 15” (<400mm) which is green by Honda North American Ergo Guidelines.

o Vertical reach was reduced to 37” – 49” (940mm-1240mm) (green by Honda Ergo Guidelines) o Awkward Postures of the shoulder, back, elbow and wrist were eliminated. Contact stress was also eliminated. - A comfort survey was conducted for the new process o The percent reporting discomfort dropped to 1% reported soreness/pain in wrist, 1% in the elbow, 2% in the shoulder and 2% in other body parts including back, neck and knees. - The slip and fall hazard due to standing on the base of the cart was eliminated. - The number of damaged parts dropped to 3 (91% improvement) as there is no need to pre-stage parts and there is less chance of dropping. This represents a cost savings of $422.72 - Process time to complete this parts retrieval task was reduced by 4.3 seconds. At our production rate of 820 a day this resulted in a savings of $14745.24/year. - To support the implementation we also created a training package to provide to all affected associates. - We have shared our design with the Honda North American Engineering group for possible application in other plants and are currently working application to another process in our own facility. Measureable Outcomes: Safety: Elimination of postural and contact stress risk factors by reducing reach resulting in an Injury avoidance of >3 injuries a year ($41333.33). - Quality: Reduced chips and scratches due to dropped parts and/or pre staging and stacking parts by 32. Resulting in a cost savings of $ 422.72 - Delivery: Process time savings of by reducing non value added walking and reaching equaling a savings of $0.074 per unit / $14745.24 annually - Morale: 70% improvement in comfort survey - Cost: Project Input = $22000 ; Project Output =$56,501.30 - ROI = 1.6; Payback = 2.6 months Mock-up to Achieve Ergonomic and Productive Machine Design Delphi, Sudbury, Suffolk, England Booth # 105 Presentation Description: During the launch of a new product, it was determined that additional assembly capacity was needed to meet the projected customer demand. A machine supplier was selected, and machine design commenced. During a review of the original supplier proposal, it was determined that there was a high level of ergonomic risk, as 50% of the components the operator touched were outside the optimal work window. There were also concerns that the design cycle time could not be met due to operator/light curtain interference. This project shows how the development of a mock-up allowed the ergonomic risks to be greatly reduced, and the desired design cycle time was met. Problem: A machine supplier was selected to provide an additional unit of assembly capacity. Due to cost, quality, and product constraints, the assembly machine was divided into three stations. Two of the stations only required the operator to load raw components into specified locations, while the third required a full-time operator. The original work method and layout for the operator station (Operation 20), required extended forward reaches, and the operator had to step forward into the light curtains and backwards out of the light curtain three times each cycle. The initial time measurement calculations showed an operator cycle time of 57 seconds, against a target desired cycle time of 32 seconds (necessary to meet customer demand). A good ergonomic design would be required to allow the desired cycle time of 32 seconds to be met.

Solution: A mock-up is where the equipment is built in a conference room from simple building materials such as cardboard, plywood, office supplies, or other readily available items re-purposed from the shop floor. In this situation, it was decided that a mock-up would allow for a realistic representation of the workstation and allow for experimentation with machine design in a low-cost setting. The first iteration of the mock-up was the proposed design from the machine tool supplier, where the team analyzed the ergonomic design, work flow and cycle time to identify the opportunities for improvement. A second iteration of the mock-up was made which allowed all of the goals of the project to be addressed. Operator cycle time of 30 seconds was achieved. All of the components are now within the operator work window, eliminating any extended forward reaches. The mock-up also identified an issue with the flow of material, causing the operator to have unnecessary wrist movement, and the risk of causing injury to the hand while moving a component from one station to another inside the machine. Measureable Outcomes: Safety: $43,500 cost avoidance (Shoulder injury at $14,500 per person) Quality: No change in quality with automation. Delivery: Mock-up changes did not affect delivery date of machine. Mock Up Cost: $0 materials (all recycled) – 1 day workshop (team of 5 = 40 hours) Machine Cost: 35% increase – Due to increased automation with chosen machine 33% cycle time reduction – Original manual process 45 seconds, new semi-automated process 30 seconds. Labor Cost: 75% saving – 2 operators/shift reduction with new semi-auto process and elimination of weekend shift with cycle time reduction (Total labor reduced from 12 operators for manual process to 3 operators for semi-auto process) Labor cost reduction recovers additional machine cost after 10 months. Bearing Assembly Functional Inspection Tool Timken Bearing Plant Yantai, China Booth # 107 Presentation Description: At our Yantai Plant, a new assembly line was installed. Customer requirement for the new line requires 100% functional rotation check for the cone assemblies. Operators had to hold the 9.5 kg (21 lb.) assemblies in one hand and spin the assembly in two directions with the other. The Yantai plant developed a unique inspection tool that eliminated ergonomic risk, cut the inspection time in half and identifies quality issues with 100% detection rate. Problem: Our associates were experiencing pain, discomfort and fatigue due to a 100% inspection requirement for parts coming off of a new rail bearing assembly line. The functional rotation check required the operator to use one hand to hold the assembly and the other to spin the part in two directions. The parts weigh 21 lb. (9.5 kg) each and over 300 per shift must be inspected. Solution: A team was developed including a process engineer, assembly line technician, process and product manager, EHS representative and hourly associates. Several initial ideas were brainstormed. Once the idea of an inspection tool that would eliminate the need to hold the parts in one hand and would catch quality defects was thought of, designs were drawn up. Lightweight nylon tooling was machined by the next day. The team worked with quality and safety to ensure the tool would eliminate the ergonomic and quality concerns. The tool was designed to hold the assembly horizontally, eliminating the one-handed lifting/holding and also immediately identify if the assembly was not closed properly. Based on input and feedback, continuous improvements are being made such as the plan to incorporate this tooling into the assembly line so that more manual handling is eliminated. This tooling also reduced the inspection time in half.

Measureable Outcomes: Ergonomic risk reduction: This tooling virtually eliminated the ergonomic risk of handling the 21 lb. assemblies with one hand. The ergonomic job hazard score went from 26 to 1. The improvement has had great feedback from the operators and has eliminated tens of thousands of unsafe motions per year. Cost Saving: The tooling cost $84 to build. The tooling reduced the inspection time by 5 seconds, saving over 145 hours per year. This realized $729 in labor savings. These 145 additional hours equates to $20,430 increased production. If the line is not fully loaded and does not experience increased production, the utility and manning savings equates to $3,280 per year. With the lower savings estimates, payback was .3 months and ROI is 3,805%. Other Improvements: Quality – part of the assembly will drop down over the tooling if not properly closed. This was not easily detected with the old method and is now detectable 100% of the time. Innovation: this tool is the first of its kind for this type of inspection. It’s been approved by corporate quality and has been read across to all assembly plants with similar product. Simplicity: Simple, lightweight, one piece tooling made from nylon material reduced inspection time by half, eliminated ergonomic risk and detects defects 100% of the time. Coupler Compressor Honda of South Carolina Mfg Inc. Timmonsville, SC Booth # 125 Presentation Description: Our ergo cup theme is focused on eliminating ergonomic risk related to hand intensive task. We identified our theme through associate feedback and ergonomic risk assessments on the assembly line. Plant medical records revealed 16% of hand pain injuries were related to plugging electrical components to the vehicle wiring harness. Connection force was measured >25 lbs. to complete coupler connections. Ergonomic risk assessments identified awkward wrist postures, static pinch and grip forces. We eliminated the ergonomic risk by designing a leverage tool to connect the electrical components. This allows the associates to use a power grip exerting < 5 lbs. of force. Problem: The wiring system on all-terrain vehicles has to be designed to the highest standards not allowing water or mud intrusion in the electrical couplers. To accomplish this designers use water resistant insulation inside the wiring couplers. The drawback is the couplers can be hard to connect. Through associate feedback and looking at our first aid reports we saw several cases of associates having hand pain and large calluses from plugging electrical components. Ergonomic risk analysis was completed on the wiring system and the affected processes. We found that 60% of all wiring coupler connections were at ergonomic risk levels and the coupler connection forces were >25 lbs. We also observed 80% of associates using a 2 point style pinch grip to connect couplers which elevated the ergonomic risk. Our team researched the previous 12 months of medical data and revealed 16% of the first aids were directly related to electrical component assemblies. Our goal was to completely eliminate this hand intensive ergonomic risk. Solution: To guarantee electrical continuity, all electrical couplers are designed with a locking mechanism on the coupler assembly. Assemblers will align male and female couplers and compress until the couplers are locked together. Focused on associate safety and quality control, a hand tool was designed to hold the male / female couplers and compress the couplers into the locked position. The Coupler Compressor hand tool works off leverage. Operating the Coupler compressor is simple and very fast. Assemblers position the

male and female couplers into the jaws of the coupler compression tool. To connect the couplers the assemblers use a power grip compressing two leverage arms. This locks the couplers using <5 lbs. of force. The leverage arms on the coupler compression tool fit into the palm of your hand, the tool grips are ergonomically designed to control proper wrist posture and minimize grip exertion. Measureable Outcomes: Safety- Wrist posture was corrected through tool design, grip forces were lowered by 80%. Ergonomic first aids have been reduced by 100% since implementing the coupler compressor tool. Quality – Soft set (Not completely connected) electrical couplers were a daily occurrence. Since the coupler compressor was implemented 48,000 vehicles have been built with 0 soft set couplers. Delivery- Associates exert less effort using the compression tool which has led to reduced fatigue levels. This has increased process efficiency eliminating assembly line stops. Costs- The compression tool design and fabrication was done 100% in house. Individual tool cost was $108.31. Since we introduced the coupler compressor 0 dollars have been spent on repairing defective units. Last year repair and rework cost $41,924. Morale – As one associate stated “This is awesome”. The compression tool has improved the work environment and reduced fatigue levels creating a harmonious work environment. High Voltage Cable Pull General Dynamics, Bath Iron Works Bath, ME Booth # 123 Presentation Description: Pulling high voltage cables on Navy destroyers is a difficult and challenging job with many ergonomic risk factors. The cables are 3" in diameter and weigh 7lbs per foot, with many cables being hundreds of feet long. The current process is labor intensive, time consuming and is a high ergonomic risk to the back, shoulders, arms, hands and legs. Based on employee feedback a process change was implemented that resulted in cable being handled and coiled 5 fewer times; resulting in a 50% reduction in ergonomic risk and a 30% improvement in efficiency. Problem: Pulling high voltage cables for the advanced induction motors on Navy destroyers is a difficult and challenging job with many ergonomic risk factors (awkward postures, high forces, and repetition). The cables are 3" in diameter and weigh 7lbs per foot, with many cables being hundreds of feet long. The current process of pre-cutting cables, storing them on pallets (often outside in cold weather), unrolling cables, letting them warm up, then pulling them into the spaces is labor intensive, time consuming and is a high ergonomic risk to the back, shoulders, arms, hands and legs. Solution: Using employee input and feedback a process change to place cables on reels in a heated tent beside the ship allowed the cables to be pulled off the reel, measured, cut, and carried into the engine room to install without ever coiling the cable. This new process eliminated handling and coiling the cable five fewer times; which resulted in a 50% reduction in ergonomic risk, 30% improvement in efficiency and saved 2,000 feet of cable per ship of scrap. Measureable Outcomes: 1. Pulling just what you need saves 2000 feet of cable per ship of scrap material. 2. Heating the cable, shorter cables, and handling and coiling the cable 5 fewer times resulted in a 50% reduction in ergonomic risk to the back, shoulders, arms, hands and legs. 3. 30% improvement in efficiency (faster, fewer people, fewer transports and crane lifts, limited care and protection of cables)

Stop Twisting and Turning Bridgestone Morrison, TN Booth #: 109 Presentation Description: Our project focuses on eliminating the handling of natural rubber bales that weigh between 70 pounds and 240 pounds that become stuck on a conveyor system in our mixing department. Any time these bales become stuck on the conveyor it requires the teammates to manually dislodge the bales which puts the teammates at risk for injury. Several modifications were made to the conveyor system to eliminate this from happening. Problem: Frequent jam-ups of these heavy natural rubber bales were happening due to the turnaround conveyor system. The operators did not have enough room on the weigh belt to weigh up bales, the bales were hanging up on the conveyor system and the bales were even falling off of the conveyor onto the floor. The operators were having to twist, pull and lift these bales when this abnormal situation occurred. Solution: The mixing engineer lengthened the weigh belt and changed the design of the feed conveyor from belt type conveyor to the lego mat conveyor that allows for motion in several directions. The engineer also widened the conveyor and reprogrammed the computer for different rubber bale sizes. Measureable Outcomes: Safety was improved because there is very little handling of the rubber bales by hand now. The quality was also improved because the operator has more time to monitor the process than have to deal with a jam-up on the conveyor. The project cost $44,000.00 to complete, but the potential cost savings of just 1 shoulder injury more than make up for that. User-Friendly Threadless Coupling Vessel Hanger Manchester Tank and Equipment Quincy, IL Booth #: 111 Presentation Description: Manchester Tank and Equipment, Quincy, IL facility, manufactures steel pressure cylinders up to 1200lbs. The tanks are powder paint coated for a durable finish. The powder coat process requires the tanks to be hung on a monorail conveyor. Couplings were manually threaded into the top of each tank in order to hang the tanks. The Ergo-Cup team through trial and error developed a unique tank hanger device. This device allows for quick easy installation and removal and eliminated 4 jobs with significant ergonomic risk as well as improved productivity and quality. Problem: Continuous hand and shoulder movement during installation and removal of the manually threaded couplings causes ergonomic strain on the employee. 1,240 tanks per week, 5 turns per coupling, install and removal = 12,400 turns at 135ft/lbs. per turn. Part of the production process is employees would manually perform four specific duties. The team concept was to design a device that would eliminate the non-valued process of production. Another aspect the team wanted to achieve was coupling conformance. The facility was having quality issues from couplings being damaged from installing and removing the eyelets. The repetitive motions of installing and removing eyelets; along with DA sanding the top of the coupling was a great concern to the team. We wanted reduce or eliminate as much of the manual process as possible. Solution: To eliminate the ergonomic stressors related to installing the manually threaded couplings, the team designed and created prototypes of a new tank hanger. After three iterations and trials the design

was finalized and implemented. By design the new certified hanger can be quickly installed and removed from the tank without the use of the coupling threads at the top of the tank. You simply load the hanger into the tank and lift up on the inner rod, with the hoist, which engages the devices’ three points of contact on the inside of the tank. The weight of the tank seals the top surface of the coupling and holds the hanger in place. After Painting the device is disengaged by simply setting the tank down and relieving the weight. Once the weight is relieved, the points of contact on the inside of the tank collapse and it is simply lifted from the top of the tank. Measureable Outcomes: Four ergonomic related work processes were eliminated with the new tank hanging device. This resulted in a significant reduction in ergonomic risk per Auburn Engineering Ergo-Job Analyzer the risk score of 52 was reduced to an 8. The following jobs were eliminated: 1. Procuring the eyelet and wire brushing to remove Teflon tape/placing tape on eyelet. 2. Running the eyelet plug into the coupling thread by hand. 3. Manually tightening the eyelet with cheater bar/manually removing the eyelet with cheater bar. 4. DA sanding the paint off the top of the coupling after the eyelet is removed. ROI *956 man hours were saved from eliminating four jobs associated with the new tank hanger. The man hours are equivalent to $51,611 annually. *Potential injury to wrist or back is $61,000. *Cost of project was $33,500. *Cost Avoidance is $27,500. *Production Quality Improvements = 35 warranty issues from customer base have been eliminated annually. Cost avoidance of $31,500. *Potential Injury is based of OSHA's Safety Pays Program* ROG Jig General Dynamics/Bath Iron Works Bath, ME Booth #121 Presentation Description: Installing operating gear foundations in the overhead is an ergonomic risk to the shoulders and neck. To identify and locate the critical dimensions for the foundations, a 30lb assembly gear box has to be held in an overhead position. Employees developed a 5lb jig, using scrap material, which would hold all critical dimensions rigid for the gear box. The new jig is 83% lighter and reduces the ergonomic risk to the shoulders by 50%. The jig improved quality of alignment assembly, eliminated rework and reduced the cost to the final product by 8%. Problem: Installing operating gear foundations in the overhead is an ergonomic risk to the shoulders and neck. To identify and locate the critical dimensions for the foundations, a 30lb assembly gear box has to be held in an overhead position. Using the assembly gear box to set critical dimensions requires removing the gear box from the kitted material well in advance of the assembly process, increasing the risk of damage or lost equipment. Solution: Employees developed a 5lb jig, using scrap material, which would hold all critical dimensions rigid for the gear box. The new jig is 83% lighter and reduces the ergonomic risk to the shoulders by 50%.

Measureable Outcomes: 1.83% reduction in weight of assembly 2.50% reduction in ergonomic risk to the shoulders 3.8% cost reduction to final product costs 4.Improved quality of alignment assembly and less rework/rejects 5.Eliminated need to un-kitt material in advance of assembly schedule 6.8000% ROI Slinger Teardown Tool Nexteer Automotive Plant Saginaw, MI Booth # 117 Presentation Description: Plant 4 manufactures half shaft assemblies for the automotive industry. During production, the slinger ring of the half shaft CV joint may become damaged making it necessary for an operator to tear down the assembly for salvage. This process required the operator to use a heavy hammer and a screwdriver to knock the slinger ring off of the CV joint, striking the screwdriver forcefully up to 13 times to remove the slinger. This resulted in three strain sprain injuries and five verbal complaints. To resolve this issue, a maintenance team member fabricated a hand held fixture that fits over the slinger ring, keeps the hand away from the hammer strike area, distributes the force evenly, and requires only two hammer strikes to remove the slinger. The solution resulted in a 66% reduction in Strain Index score, 38% reduction in cycle time, and an estimated annual cost savings of $23,582. Problem: To remove damaged slinger rings, operators used a screwdriver and short handled sledge hammer. The screwdriver was placed on the slinger and struck with the heavy hammer three or more times at four different positions on the slinger. This resulted in mechanical stress on the palm and fingers from holding/pounding the screwdriver and hammer as well as awkward wrist postures when aligning the screwdriver. This task resulted in one shoulder and two hand strain sprain injuries. Operators were also at risk of missing the screwdriver and hitting their hands. Solution: A maintenance team member fabricated a hand held fixture that keeps the hand away from the strike point and evenly pushes the slinger off of the CV joint reducing the number of hammer blows from thirteen to two. The tool has a wraparound handle that isolates the hand away from the hammer strike zone and is designed to keep the wrist in neutral posture. The tool applies force evenly around the slinger resulting in less hammer force and does not have to be repositioned like the screw driver. The tool also improves quality by eliminating the chance of scratching or damaging the CV joint with the screwdriver. Measureable Outcomes: The slinger teardown tool reduces the level of hazard exposure and operator motion, while increasing productivity, and building employee morale. Since this tool has been implemented there have been no further complaints or medical visits for this task. Feedback from operators has been very positive. The solution resulted in a 66% reduction in Strain Index score for the right hand and a 38% reduction in cycle time. The cost of the tool was $150.00. There is an estimated annual savings of $3,825 for reduction in Workers’ Compensation claims, $4,436 for indirect costs, and $15,320 for increases in productivity resulting in a total annual savings of $23,582. The Return on Investment is $156.00 for every dollar spent.

Drum Spreading Tool Coca-Cola Refreshments Dunedin, FL Booth # 113 Presentation Description: At the Dunedin Juice Plant, operators handling 55 gallon drums (filled with raw material) have to manually reposition each drum on the pallet in order to spread them to be ready for the next process step (dumping via use of a drum tool). The previous manual process resulted in significant risk of wrist, shoulders, and back MSDs as well as pinching and laceration injuries. Associates at the plant evaluated the activity and designed and fabricated a tool to minimize the effort and time to move the drums about on the pallet. Problem: Raw materials are received in 55 gallon drums weighing approx. 450lbs each. The drums come into the plant 4 to a pallet but due to their staging on the pallet for transport they cannot be moved unless they have been separated. With the drums separated, the operator can remove the lid band and there is now room for the drum lifting tool. Previously employees use their hands to tilt and slide the drums on the pallet to create this space. The task is high frequency and poses risks to the employee by straining muscles in their back, wrists, and arms because they are pushing and pulling in awkward postures (bent wrists, bent back). In addition to the strain risks the employee also faces risk of pinching their fingers, cutting arms and hand if the drum were to slide/rock back into another drum. Three operators move 1200 to 1500 drums daily for blending activities. Solution: A “Drum Spreading Tool” was fabricated in-house to make the task easier and safer. The tool, which consists of a long rod and an opening at the head, is placed on the lip of the drum. The operator can then move the drum by pushing or pulling on the rod. By using the tool the operator is able to reduce the lifting and sliding force needed to move the drum through the use of leverage. The tool also removes the employees’ hands from the drum eliminating the pinch risk completely. In most cases, only two drums are required to be moved with the tool as opposed to each drum with the previous method. Measureable Outcomes: Benefits of the tool includes: -Eliminated the awkward posture of the wrist and back -Reduced the force/effort on the wrists, arms, and back -Eliminated the risk of pinch and lacerations -Reduced the operators needed for the task from three to two Mold Board Forming Improvement Caterpillar Inc. Jacksonville, FL Booth #: 119 Presentation Description: The RCWT Facility in Jacksonville, FL had a 4 fold increase in work at their press. The two operators on press presented to management that they were afraid someone might injury their shoulder or back on the press. The operators asked permission to investigate an alternative solution to using a pry bars and force to move plates through the form steps. The operators found spare equipment with the facility and created a device that will mechanically push the plates. Regional safety support evaluated the ergonomic risk pre and post improvements. Problem: RCWT (Reman Components Work Tools) Jacksonville is a vertically integrated fabrication facility that provides weldments in the Medium Wheel Loader size range. The moldboard is the outside shell of the

bucket. It is manufactured via cutting the part from plate and then step forming on a press brake as a two man job. Demand on Lane 1 buckets has increased fourfold since 2011. This increase in demand is what led the team to identify and fix a significant ergonomic issue. Solution: The operators looked around the facility for spare parts and created a fixture to move plate through the forming process and eliminate ergonomic risk. The total cost of the improvement was less than $1,000. Post ergonomic evaluation shows all high risk has been eliminated and is now low risk. Measureable Outcomes: People: Reduction to zero injuries. All ergonomics assessment when from high risk to low Quality: Lessened rework Velocity: Cycle Time Improvement: 1hr to 20 Minutes 67 % Cost: Capital Asset Avoidance: $40K, Cycle Time Cost Savings Annual: $96K The total cost of the improvements were less than a $1K investment. Workplace Solutions I (Team-Driven Workplace Solutions) Bed Time Yamaha Motor Manufacturing Corporation of America Newnan, GA Booth #: 323 Presentation Description: There are many challenges during a manufacturing launch, especially for the largest product built to-date. The size and weight of the cargo bed for the Yamaha Viking exacerbated old and introduced new ergonomic & safety hazards. The welding department team developed an innovative method to meet production and reduce the risk of injuries by flipping the bed and using a roller conveyor. This eliminated associates lifting and carrying the awkward fully-loaded fixture up steps to then lower it into the XY table, also allowing the team to minimize time needed to set up the robot and increase production capability. Problem: Six months into production of YMMC’s newest and largest vehicle, the bed box weld cell was over-staffed and over cycle time. Employees had to rotate through breaks and lunch and work over-time to meet the production of Paint & Assembly departments. Four employees worked in this area at this time, and the area experienced 75% turnover in that time period. All employees complained about back and wrist discomfort. One employee received a laceration requiring stitches due to the awkward handling of the sharp stamped sheet metal. The process requires the following steps: 1) Carry and lift the bed pan onto the XY table, 2) Place fixture on set-up table, 3) Place parts on fixture at set-up table, 4) Lift parts & fixture, carry up 2 steps, 5) Reach & place parts & fixture on the XY table. The bed weighs 25.4#, the fixture weighs 22.9#, and the fixture with parts weighs 38.4#. Without rotation, an employee would climb up 320 steps per day to make production. After the XY table robot welds the bed, the fixture is removed (22.9#) and then the remaining bed & parts (41.5#) are pulled and lifted out of the XY table. Loading & unloading the XY table is done at an approximately 20 in. reach, with a 45-80 deg. forward bend. Solution: To solve the problem, the team implemented a device to reduce the number of times the employee had to walk up and down steps and to eliminate the 38.4# lift to load the XY table. The device

allows all of the loading to be done outside of the XY table, at the base of the steps. Then, instead of carrying the fixture loaded with parts, the employee merely flips it, with the help of a tool-balancer, on to the bed pan. The bed pan, parts, & fixture are now staged on a roller table, where the entire assembly is rolled into position on the XY table and a cylinder lowers it into the correct position for the welding robot. When the bed is ready for removal the cylinder raises, reducing the need to yank on the bed box before lifting it off of the table. Measureable Outcomes: The following outcomes have been attained: 1) 75% turnover in 1st 6 mo. --> No turnover in 2014 2) 1 recordable in 1st 6 mo. --> No recordables as of Oct. 2014 3) 4 employees needed to run bed box cell --> 3 employees needed to run bed box cell 4) Employees had to rotate through breaks & lunch to meet production --> Employees follow normal break schedule 5) Employees must work overtime to meet production --> Employees are often done with daily production early 6) Ergo Easy Tool score of 85 --> Ergo Easy Tool score of 50 7) NIOSH RLE RWL: 15.13 lb., LI: 2.54 --> Lift eliminated 8) Employees frequently complained about discomfort --> No employee discomfort complaints in this area 9) Cost savings through Dec. 2014 (estimated): $124,523.24 10) Cost savings from eliminating employee turnover: $2,381.40 360° Clean Gulfstream Aerospace Savannah, GA Booth #: 320 Presentation Description: Designed a shop vacuum cleaner attachment with articulating head for cleaning overhead grid. Vacuum attachment was created in-house on a Sub $500 3D printer in less than 2 days turnaround time. Its removes almost all ergo risks (no steps, no reaching, etc.) and makes cleaning easier. No chance of dust falling on production parts. Problem: Current Overhead 9' high grid cleaning techniques are very time consuming and labor intensive. Technicians must wipe down every overhead surface (~980 horizontal feet) and move 26 tables to remove dust and debris. Currently technicians must also move step stool to get to cleaning areas. Should be done 1/Month. Not getting done due to time and risk of dust on production parts. Solution: Designed a shop vacuum cleaner attachment with articulating head for cleaning overhead grid. Gets rid of ergo risks (no steps, no reaching, etc.) and makes cleaning easier. No chance of dust falling on production parts. No need to move tables for cleaning. Measureable Outcomes: 1) Reduced cleaning time from 10 to 2 hours (Savings of $950) 2) No longer required to move tables or support equipment out of the way 3) Reduced stress to shoulders, arms, back and legs 4) Reduces vertical steps from 4,112 to 0 per month 5) Reduces Bending Actions from 1664 to 0 per month 6) eTools score reduced from 27 to 1

ABS - Acoustic Blanket Stick Gulfstream Aerospace Corporation Savannah, GA Booth # 322 Presentation Description: The booth will demonstrate the interior height of a Gulfstream and show what's required to install the acoustic blankets to the fuselage. Nylon pins attached to the frame will go through the blankets and an anchor is pushed onto the pin to secure the blanket. The booth will show the challenging position that the installer assumes as well as his solution to reduce his ergonomic risk factors. Problem: The insulating acoustic blankets inside the aircraft are secured with nylon studs and anchors. Securing these blankets means the installer has to use his thumbs and finger tips to push the anchors up on the studs, using over 25 pounds of force. The anchors are small 2" discs and the studs are mounted at heights up to 6 feet. An aircraft may contain over 300 of these anchors. This requires installers to look up, reach over their heads, and push with their fingertips over an extended period of time. Solution: The installer came up with an idea to alleviate the stress on the arms, fingers, neck, wrist, and reduce the time it took to perform this task. He developed and fabricated a push stick that fits around the anchor and stud and is long enough that it keeps his arms in his primary zone. Now instead of reaching overhead and pushing with the fingers, the task can be done by using a power grip on a rod and pushing upward with it. This also reduced fatigue and shortened the time it takes to perform this task. Measureable Outcomes: Eliminated rework - anchors can now be secured more firmly and uniformly across the aircraft fuselage. This easy solution saves two hours per aircraft and reduces fatigue in the installers. Magnet Dispenser Gulfstream Aerospace Corp. Appleton, WI Booth #: 324 Presentation Description: When Stock Room attendants receive requisitions for magnets, used to hold curtain tracks together inside the airplane, they fill the order by separating the required number from a cake of magnets kept in stock. They are tasked with trying to separate these very powerful magnets by twisting and pulling them apart; potentially causing hand and wrist fatigue. The magnets are very powerful and occasionally snap back together causing personal injury to the attendant. Problem: Stock Room attendant required to hold a group of very powerful magnets and separate the requested amount by twisting and pulling them apart; potentially causing hand and wrist fatigue and the safety risk of pinching fingers when magnets snap back. Solution: Fabricated a metal tube made from 1” x 1 1/2” x 12” Aluminum Square Tubing ($16) lined with a phenolic insert ($3) used to house a prescribed number of magnets. The required number of magnets is extracted part way from the tube and separated by sliding them across the edge of a hard surface (e.g. table top). The hand catches the prescribed amount of magnets and the remainder stays inside the tube. Measureable Outcomes: Task causes undue stress on the forearms, wrists, hands and fingers. Pull force from holding and twisting the magnets to separate them exceeds 15lbs. E-Tools Moderate Risk Survey was performed with a resulting Risk Factor Score of 16. Follow up Risk Factor Score reduced to 2 resulting in a

risk factor savings of 14 points. The task of separating the magnets is safer with no twisting of the wrist and no grip force from separating the magnets. Push force to separate the magnets is now <5 lbs. There is now virtually no chance of getting pinched by a retracting magnet. Calculated lean savings is approximately 1 hour over the span of 1 year (21 aircraft). MAKE to CARE: Simple Pulley System at Mixing Vessels Johnson & Johnson Sdn Bhd Malaysia Booth # 321 Presentation Description: The ergonomic intervention project is a brainchild of our in-house Production Mixing Operators, involving EHS and IE of the ergo team. The team worked to explore on the concept of a “hanger” with a simple “fishing rod” technique. After almost 8 months of experimental research and trial run with the engagement of key operators, a simple pulley system was successfully designed. The newly invented “hanger” by the in-house team is proven to offer a plain and simple solution to overcome the ergonomic challenge at the Mixing area of our Manufacturing facility. Problem: The key processes in our Liquids manufacturing plant can be divided into Mixing and Filling. In the Mixing process, the operators are tasked to ensure all raw materials are discharged into the main mix tank. The process usually takes care of itself with the automatic transfer piping system that enabled direct charging of raw materials into mixing vessels. However, as the raw materials are supplied by different suppliers (from many different countries), they come in different packaging sizes and shapes. In the Supply Chain environment, the volume needed for each raw material is dependent on production planning which is often determined by Customer demand at the marketplace. There are some raw materials supplied in big IBC frame weighing 1350kg each (liquids form). These raw materials are stored in the IBC tank with an inner packaging for quality control purpose. By the chemical characteristic grouping, these raw materials are high in viscosity, thus low flow rate. The transfer of these raw materials is comparatively more difficult and time consuming. At the end of the transfer process, the remaining bulk of these raw materials are very hard to drain out completely into the mixing vessels. As the discharging process reaching the bottom level, it will require Mixing Operators to intervene manually by pulling the remaining bulk weighing around 200kg – 250kg into the discharge pump which is connected to mixing tank. The final material waste will be recorded in the range of 20kg – 25 kg for each type of high viscous liquids. The above process has posed significant ergonomic risks, making the back of our Mixing Operators very vulnerable to the heaving lifting and applied pressure. First, the operators need to grab and pull out the inner packaging with great force to direct the flow of raw material. Secondly, they have to hold on to the load of liquids in a rigid posture to complete the transfer process. The whole process typically takes 10 – 15 minutes from the start (200kg – 250kg) to the end (weighing about 20kg – 25kg). In addition to the back strain, the operators also reported discomfort on their hands and shoulder (upper extremities). The common handling has transformed into an unpleasant task. During the EJA (Ergo Job Analyzer) study, the ergo team also discovered safety concerns on the handling and the hidden process involving 2 operators each time the raw materials were to be transferred. Summary of EJA: • Weight of pulling: 200 – 250 kg • Withholding time: 10 – 15 minutes (until the raw material stop flowing) • No of shift: 3 shifts operations, Frequency per shift: Max 2 mixing cycles • No of mixing vessels: 4 vessels (M6, M5, M4, M3)

• Number of employees exposed to risks: 2 operators/vessels in each shift (Max 24 operators) • EJA risk rating: High Solution: The project started off with the idea to have Engineering control in place to address the safety and ergonomic challenge. The success of this project is largely contributed by the sharing of our internal customer experience – the group of Mixing Operators. We want to hear the voice of our people who are first and foremost exposed to the risk, and learn from their feedback. The team first started with the use of giant clip to hold up the inner packaging at the IBC frame. However, the clips were not able to withstand the heavy loads nor guide the flow of highly viscous liquids, resulting in longer transfer times and more wastages. The Mixing Operators took a further step to improve the application of clips with the creation of “hanger”. The basic concept of using a “hanger” is to build-up the height of the structure to allow better flow rate of liquids harnessing on the natural force of gravity. However, one of the issues faced at this stage was the tearing of inner packaging which could affect product quality. The new tool was a bit too big to fit onto the steel frame front, introducing another safety and ergonomic concern. After making step change improvement and overcoming a few hurdles, the team enhanced the design with the hypothesis test of “fishing rod” in order to improve the functionality and practicality of the “hanger”. The Mixing Operators sketched and communicated the design requirement and the team worked with an outside vendor to fabricate the entire system equipped with a simple pulley. After a few rounds of testing and trial runs, we have finally reached a significant milestone with our newly invented “hanger” – a plain looking device that costs only RM3,000 but offers great solution benefits. Measureable Outcomes: The relentless effort of experimenting and making a “hanger” are fueled from the simple thinking of “caring for our people”. We “MAKE to CARE”. In J&J, we believe that care inspires innovation. The benefits of this project are many folds: • Safety aspect: the new system is safer for mixing operators’ back / upper extremities. It also eliminate the risk of oneself accidentally fall over the IBC frame • Ergonomic benefits: the new system eliminated the need of static posture of our employee which happened at the time of pulling and withholding the heavy loads with great human force • Efficiency at work: the avoidance of staying in static position gives employee greater flexibility and they can now use the time to perform other job tasks, increasing efficiency at work • Environmental value: the pulley simplified the liquids transfer process, leaving less bulk balance and thus reduces wastage. Less raw material are being thrown away, less environmental impact to our planet • Cost effectiveness: the sleek design of the new pulley is very economical to fabricate. The investment is quickly offset by the raw material wastage financial saving. • Business impact: the business will yield a better profit as the project reduces raw material wastage by 50%. The company could be protected from liability issues over workplace illness and medical insurance claims. • Product Quality: the product quality is never compromised during the multiple trial runs to ensure the company reputation as a trusted brand is maintained • Productivity: the mixing cycle time is shortened, and manpower contact time is no longer needed during the transfer process, enabling lean manufacturing and increases productivity • Ownership: promote greater buy-in, empowerment and ownership among the group of operators, making this an important step to shaping stronger ergonomic culture • Health and well-being: by proactively preventing injury or illness, there will be no pain, no time-off for health check/medical treatment/unnecessary medical costs. Employees are able to lead a healthier live with their family and loved ones. Together, we celebrate success, celebrate life.

Workplace Solutions II (Engineering/Ergonomist-Driven Workplace Solutions with Internal Competitions Boeing 737 Next Generation Crown Raceway Wire Bundle Installation Improvement Boeing Commercial Airplane Company Renton, Washington Booth # 503 Presentation Description: This project was created to address ergonomic issues including forceful exertion, awkward posture and, repetitive motion injuries to back, shoulders, neck, hands and fingers. The intent of this design was to reduce or eliminate repetitive motion injuries and streamline the 737 Final Assembly Process while improving quality, flow and assembly of airplanes. The design created installation ready wire bundles delivered from supplier first time perfect. This design breakthrough greatly reduced overhead work plus improved the capacity and separation of the family group wire bundles. This modular installation and a single post clamp exceeded all expectations of the 737 program. Problem: The diameter of the wire bundles in the crown raceway had grown to meet increased airline customer demand for new features. With this increase, the wire bundles outgrew the sponge clamps that secured the wire bundles and resulted in excessive force (15-46 lbs.) being required to close the clamps around the bundles. This high force, applied primarily with the electrician's thumbs, coupled with a process that required employees to open and close the clamps multiple times, resulted in high ergonomic risks (forceful exertion and repetitive overhead work) and multiple injuries to the neck, back and arms. Furthermore, the assembly design and process resulted in a large number of plastic ties being cut out of the bundles, increasing the risk of Foreign Object Debris (FOD) and potential wire damage from cutting excess plastic ties. The team recognized a need to improve ergonomics and safety on the job, reduce raceway bundle variation, increase wire bundle capacity for future offerings and to support 737 production rate increases. Solution: The passenger cabin raceway wire bundle assembly was redesigned to replace the use of sponge clamps with a single post clamp. The raceway bundles are now assembled at the supplier on a height adjustable work table which allows the assembler to maintain a more neutral posture and consequently improves the electrical assembler’s job. The wire assembly is now received and installed as a completed modular assembly in the Renton facility. Add-in wire bundles are now secured to a single post clamp’s dedicated channel in the easiest access location for the electrician and eliminates the repetitive and high forces required with the old clamping system. There is also no longer a need to cut the assembly apart to add additional wires which reduces the amount of time the electrician must work in an overhead position and also reduces the potential for wire damage cutting out excess plastic ties. Measureable Outcomes: Crown Raceway project improved ergonomics for electricians working in 737 Final Assembly. Boeing Ergonomics Evaluation System (BEES) risk score was reduced by 144 points; overhead work was reduced by 25%; thumb pressure for installing sponge clamps reduced by 100%; grip and pinch forces reduced by 30%. Installation flow time was reduced with a 15 hours of labor savings per airplane resulting in significant cost savings per year. Reduced wire damage by eliminating cutting plastic ties with modular installation (reduced wire tie removal by 43%) resulting in reduction of wire damage costs. Decreased Foreign Object Debris (FOD) left in airplane and resulting disposal costs. Minimized wire bundle assembly variation and increased capacity for future electrical offerings while improving customer satisfaction.

Eliminators Honda of America Mfg., Inc. Marysville, OH Booth #: 525 Presentation Description: The hinges on the newly designed Acura TLX bumper require associates in the Bumper Paint department to set clips prior to painting the bumpers so that they can attach another part to the bumpers. Associates discovered these clips required high set forces during a new model evaluation prior to mass production. The Forming department helped investigate solutions to this problem. The initial idea of changing the process sequence only slightly improved the install force. However, they were able to completely eliminate this problem by adding a function to the “end of arm” tool that removes the bumper from the mold. Problem: In the original production plan, the Bumper Paint department associates would be required to set the six clips by hand, with each clip requiring 17.6 pounds of force. This force exceeds our Honda ergonomic guidelines. Due to the high force and repetition, the team began investigating solutions. Solution: The Bumper Paint department first developed a hand tool to set the parts. However, the force remained too high. They thought that perhaps this would be easier to set while the parts were still warm from the molding process, so they contacted Forming to help investigate. The Forming department found that the force could be reduced to 8.3 pounds if these clips were set while the part was still warm, but even this force was in the “yellow” category of the Honda guidelines. This still had potential for problems for the associates hands and fingers. Also, the amount of time required to complete the process in this location would require additional manpower. The Forming department then began investigating additional ideas. The team hooked up a “robot finger” to an air compressor to see if that would create enough force to set the clips. This test was successful. They further investigated the idea of adding this function to the “end of arm” tool that removes the bumper from the mold. After some trial and adjustments, the team was able to successfully incorporate this function into the tool. This eliminated the need for associates to manually set the clips. Measureable Outcomes: Safety: The team eliminated manual setting of the clips that required 17.6 pounds of force, with six clips per bumper. This avoided all injuries. Quality: The tooling sets the clips consistently each time, with zero defects recorded. Cost: The tooling cost $4530.22. By completing this task with equipment instead of manual labor, there are annual labor cost savings of $234,000. This project had a payback period of seven days, based on labor costs alone. Deburr Dynasty Honda Transmission Mfg. Russells Point, OH Booth #: 523 Presentation Description: Associates manually rotated a gear against a sanding belt to remove burrs, resulting in forearm twisting, wrist deviation, elbow abduction and neck flexion to complete the work. There were additional safety risks for the fingers being near the moving sanding belt and for potential flying debris. The team built a holding fixture to allow the associates to deburr the gears using a power grip at the correct height, thus eliminating all ergonomic and safety concerns. The use of this fixture enhances the deburring consistency, decreasing potential for scrap, and also significantly decreases the cycle time to complete this process.

Problem: The original manual process resulted in the following concerns: Safety • Bending of the wrist 75 degrees for 63% of the cycle • Twisting of the forearm 130 degrees for approximately 20 times/min • Abduction of the arm away from the body ~90 degrees for 75% of the cycle • Bending of the neck forward 60 degrees for 75% of the cycle • Exposing the fingers near the rotating sanding belt • Potential for flying debris Quality • Accidental damage to critical bearing surface (~5 parts per month) • Inconsistent deburring of gears Delivery • Slow process time (16 seconds per part) Cost • Injury potential, scrap and inefficient motions = ~$11,220 loss annually Morale • Associates don’t like to manually deburr gears using rotating arm motions Solution: Using feedback from associates, the team designed a fixture to hold the gear to help the associate with the deburring process. The design allows for a 30-degree adjustment to ensure better deburring consistency. The handle was designed to accommodate both large and small hands using a power grip to meet the size specifications listed in the internal Honda Ergonomics Guidelines. A clear shield was added to protect associates from flying debris, as well as to serve as a machine guard for moving parts. In-house cost to build this fixture was ~$200. Measureable Outcomes: Safety • automatic part rotation eliminates repetitive forearm twisting, wrist deviation and elbow abduction, while reducing neck flexion • handle mounted towards the back keeps fingers away from moving belt • plastic guarding protects associates from flying debris Quality • set deburr angle eliminates human variability of deburring • automatic part rotation reduces chance of accidental damage to the gear Delivery • reduced deburring time by 4 seconds per gear, saving 100 minutes per week Cost • injury cost avoidance, potential scrap savings and cycle time reduction add to up ~$11,220 annually •ROI / payback for the initial cost is less than 1 week Morale • elimination of manual deburring improved associate comfort level

Wire Bender GE Nogales, Mexico Booth #: 505 Presentation Description: The GE Nogales facility manufactures Low Voltage Dry Type Transformers. The first step on this manufacturing process is the winding of coils. Winding machines are used to pull individual wires and wind them around an arbor. Pulling and bending the wires to start a new coil is done manually. The bending of wires was especially challenging for operators, both for Ergonomics and for Quality reasons. Process was reviewed and an engineered solution was proposed, moonshined and implemented. Problem: At the beginning of each coil for a transformer the employee needs to manually bend Copper and Aluminum rectangular wires at 90 degrees, from 4 to 10 wires up to 0.25” thick by 1” wide applying 60lbf. This operation is repeated on an average of 3 times per shift and it has 5 High risks factors and 7 body parts affected. Solution: An electromechanical bending tool was designed, built in house with on hand material, tested and implemented to avoid employee effort to bend the wires. This tool has a safety lock to secure the lid and serves to verify that the wires are aligned with the guides. The operators just need to press a button to activate it. Gear speed reducer and motor, substitutes for the human heavy load force needed to bend Aluminum and Copper material. This moonshined product is not available in the marketplace. Measureable Outcomes: Process enables faster, easier and ergonomic friendly method to perform bending of wires. •Weight force reduction from 60 pounds to 0 pounds. •Cycle time reduction for bending wires from 13 min to 3.5 min. •Elimination of ergo risks such as power grip, wrist twist and bending forward. •Elimination of the very high risks on 7 body parts: Arm, wrists, back, trunk, leg, neck and elbow. •Injury prevention savings $269,500 •ROI= 80 “Bullet Train” Zero Lift Pneumatic Backup Tool Lockheed Martin Missiles and Fire Control Camden, AR and Grand Prairie, TX Booth # 519 Presentation Description: Pneumatically operated roll-in backing tool for drilling composite launch tubes to prevent delamination of the composite as the drill exits the material. Problem: Original method required lifting 6 different heavy manual expanding backup tools into canister, and moving them back and forth to position them correctly along the length of the tube. Solution: New “Bullet Train” fixture rolls into launch tube and locates accurately and repeatable due to an end stop. All holes are backed up with one fixture instead of four. Air cylinders extend the backup material to the tube wall instead of manual cranks. Plywood backup material snaps easily in and out of place instead of fastening hundreds of screws by hand.

Measureable Outcomes: Process time decreased from 1.5 hours to 0.2 hours. 8 lifts of a 60 pound tool was reduced to zero lifts. The end stop on the tool also locates the backup plates in the correct location which prevents a delamination of the composite while drilling. Safety was improved in multiple areas by eliminating lifts, hand cranks, and screws. Building 870 Gasket Installation Solution Raytheon Missile Systems Tucson AZ Booth #: 517 Presentation Description: Raytheon Missile Systems Integrated Test Facilities Ergo Response Team rapidly prototyped, tested and then implemented a simple hand tool to allow employees to seat heavy gaskets on large missile containers with a mallet instead using very high thumb force. This hand tool saves a potential of 3 recordable thumb injuries per year and about 50 labor hours per week yielding almost $370,000 in total yearly savings. Problem: Building 870 employees were required to rework containers removing and replacing gaskets due to cracking or aging. When performing the rework on the first 20 containers, the material specialists complained of very sore thumbs from having to apply so much pressure just to seat the gasket into the container groove. Three specialists would rework a maximum of 10 gaskets per week, taking as long as 60 hours total. Non value added time included breaks between pushes due to pain and fatigue. Employees had to guess when gasket was fully seated. In order to prevent ergonomic injuries, this process needed to be improved. Solution: The ITF Ergonomics Response Team observed the issue and we, along with the building 870 material specialists and our tooling engineer, discussed ways to make this installation easy and painless. With the entire team's input, our tooling engineer was able to put our ideas into a design that is simple and ease of use. This new tool sits on top of the gasket while specialists use a rubber mallet to seat it into the groove. The tool rests alongside the container itself and has a groove that makes contact with the side of the container, letting the specialists know that it is fully seated. This groove was also created to prevent any pinching that could occur and we used material that would not damage the container. Measureable Outcomes: This solution was inexpensive to design and build with a tool cost of $131.72 and a three week lead time. We were also able to eliminate 3 potential ergo injuries as well as an annual reduction of up to 500 man hours. The maximum annual combined savings was $370,000 for this operation. Once use of the tool was implemented there were no comfort complaints from the employees and installation of the gaskets was much simpler and there is no longer any large manual thumb force. Now employees know when the gasket is fully seated, improving quality. Adaptable Sleeve for Tensor Tools Toyota Motor Manufacturing Texas (TMMTX) San Antonio, TX Booth #: 515 Presentation Description: Toyota's Texas Truck Plant engineers were asked to investigate multiple early WMSD reports in the Assembly Shop. Production Team Members (TMs) were reporting hand-related concerns in the Exhaust Manifold tightening process, where there was significant use of vibrating tensor tools. A time study showed that TMs frequently pulled the tensor tool trigger prior to full engagement with

nuts, which led to excessive wobble at the end of the socket and resulted in fallen nuts. This meant that TMs had to replace and refasten nuts, thus exposing them to even greater hand exertion. In addition, cross threads from pulling the trigger early arose as a quality concern. Despite TM training on when to pull trigger, this proved difficult to control. Engineers sought to address the problem through engineering controls. Anti-vibration sleeves available on the market did not fit the tool's custom socket/extension. Engineering proceeded to design and fabricate a sleeve that is versatile, low-cost, and can be quickly made in-house. Not only was this design innovative enough for engineers to apply for a patent, but the solution also reduced early WMSD symptom reports, vibration, fallen nuts, cross threads, and cycle time. Solution was implemented on most of the 40 tensor tools in Shop. Problem: TMs' hands hurt from exposure to tensor tool vibration (28.6 m/s/s while tightening, 9.6 m/s/s when not engaged with nut; both 2-sec exposures) and were reporting WMSD concerns at a rate of 2 per day. The Exhaust Manifold process could involve as many as 3,800 tightenings/shift (~8 every 60 sec). In addition, vibration when TMs pulled the tensor tool trigger early caused excessive wobble at the end of the socket which, in turn, caused nuts to fall off at an average of up to 5 per hour. This meant that extra work had to be done to replace and tighten the fallen nuts, increasing the normally 60 second cycle time by as much as 23 seconds, thereby also increasing hand exertion. Furthermore, there were about 15 cross threads per week which required repair (i.e., quality problem). Although TMs were repeatedly trained to avoid early trigger pulls, this was difficult to control when tightening as many as 8 nuts in 24 seconds. After close study, engineering sought to reduce vibration on the tensor tool. Looking at this and all other tensor tools used throughout Assembly, they saw that many had no extra clearance for additions near the socket head. The lengths of the sockets also varied with application use, and the threads were often non-standard sizes, making it difficult to apply off-the-shelf solutions. Solution: Engineers set out to design and fabricate an anti-vibration sleeve that could be easily customized to fit a vast range of tensor tools. After several attempts that included various designs and materials, they fashioned a sleeve with an adaptor made of nylon, thus self-threading and highly versatile. The socket sleeve was made of Delrin®, which is a material with a balance of properties from metal and plastic and one that is highly durable. The new sleeve fits tightly on any socket and has proven effective at controlling vibration, reducing it from 28.6 to 12.7 m/s/s while tightening and from 9.6 to 2.6 m/s/s during early trigger pulls (all 2-sec exposures). The adapter will fit non-standard thread sizes, and it can be fabricated in the plant machine shop in large quantities due to its simple design. Even if a vendor custom sleeve package is available, this method still saves $500/sleeve compared to the vendor package. In-house fabricated sleeves have been implemented on most of Assembly's 40 tensor tools. Measureable Outcomes: WMSDs: 100% reduction in WMSD early reports, from 2/day to 0/day (related to this issue). WMSD Risk Factors: 56% reduction in vibration when tool is tightening while fully engaged with nut (from 28.6 to 12.7 m/s/s). 73% reduction in vibration when tool is not engaged with nut (from 9.6 to 2.6 m/s/s). Quality: 93% reduction in cross threads, from 15/week to 1/week. Time Savings: 100% reduction in dropped nuts, from 5/hour to 0/hour--sleeve significantly reduces wobble at end of socket. Reduced overall cycle time by 4 sec, for an annual savings of $15K. Reduced cycle time fluctuation by an average of 7 sec. Quality Savings: Eliminated scrapped nuts and reduced time to fix cross threads, for an annual savings of approx. $1K. Total Annual Savings: $16K.

Cost of Solution: $300 for one sleeve. ROI: 5251%. Payback Period: 5 days. The Knight Knuckle Cummins Inc -Jamestown Engine Plant Jamestown, NY Booth#: 521 Presentation Description: The Knight Knuckle is a very innovative solution to a problem that is faced in torqueing operations. This device was fully designed, invented and assembled at the Jamestown Engine Plant. The solution is currently under a patent review, as it represents what we believe to be new technology not only for the site, but for the field of industrial ergonomics. At the time of the AEC in 2015, we will be able to present this solution in person and allow demonstrations. This was the winning entry from our internal Ergo Cup competition (90 entries were submitted this year). Problem: The problem the site faced was the ability to have a tool that could apply high torque loads to multiple fasteners while having the flexibility to do so at various positions. Current torque reduction devices and “stall bars” were preventing the tool from being able to perform these tasks in one station. Additionally, not using a torque reduction device presented ergonomic hazards, as the operator would absorb at least 45 ft. lbs. of torque multiple times during each cycle. Solution: The solution involved a very innovative solution that reduces the torque effects to nearly zero and allows flexibility and infinite/variable positioning of the tool. As previously mentioned, this solution has a potential patent pending so the full details cannot be revealed now (however, the tool and details will be available at the AEC in 2015). This solution is adaptive to other forms of manufacturing and could represent a breakthrough in mitigating torque reduction risks. Measureable Outcomes: The solution has resulted in rave reviews from operators and has led to cycle time improvements where it was applied on the assembly line (due to increased maneuverability and the ability to torque more fasteners at a given station). This has resulted in ~$150k/yr. in productivity gains based on cycle time reduction. Additionally, the solution has held up to thousands of duty cycles with strong reliability while maintaining the excellent levels of quality from using programmable DC tools. Universal Spin Pits Fan Transfer Stand Pratt & Whitney Canada Mississauga, ON, Canada Booth #: 527 Presentation Description: Aerospace process requires fans to be tested in spin pits to validate part quality. Existing process placed large ergonomic stresses and potential for part damage. Ergonomic team and engineers designed a new spin pit transfer stand that is universal to all parts. Problem: •Employees required to exert more than 35 kg manual push/pull force to transfer stand (above) to spin pits. •Transfer stand difficult to manually steer and control due to heavy load and swivel casters. •Employees had to transfer assembly to a higher stand (below) in order to work on the lower half of the fan. This created an extra process and ergonomic demand.

•Have to manually move other stands to access desired stand for a particular engine model. •Existing stands could not accommodate larger fans •Potential for damaging parts/tooling while maneuvering through narrow spaces. Solution: Design a Universal Transfer Stand compatible with the electric tugger. Manual pushing/pulling eliminated. New stand can be easily steered and controlled with electric tugger – less ergo demand and risk of tool/part damage. Employees can work above and below assembly without transferring to another stand – extra step eliminated. Transfer stand can be used with all engine models – process improvement. Size of transfer stand increased to accommodate all fan models. Height of stand increased to facilitate work above and underneath fan. Attachment point for electric tugger added. New and improved casters were fitted to improve ease of movement. Stored in easy access location. Measureable Outcomes: The stand is great, because it allows us to work easily above or below the fan assembly.” - Bhupinder (Andy) Mander “The fact that you can hook it up to the electric tow motor makes all the difference. There is no more physical force involved.” - Vasco Quintanilha Injury avoidance costs $336K WSIB* (4 years) Damage to parts >$100K Time saving approx. $90K/year Approximately 20 % time savings compared to previous method Decreased ergonomic risk Decreased potential for tool/part damage, Universality – Can be used with all engine models 3 Piece Ring Gear Lifter Norfolk Southern – Locomotive Shaffers Crossing, VA Booth #: 509 Presentation Description: Norfolk Southern has over 7000 Mechanical employees maintaining 4200 locomotives at over 150 facilities. Shaffers Crossing Locomotive is a major locomotive shop with over 200 craft employees. Machinists were concerned with body positioning, object weight, force, and potential pinch points when installing sections of an 80# 3 piece ring gear on a locomotive. A specialized hoist lift device was built by the machinists to mechanically handle the 3 piece ring gear installation. Problem: When a ring gear is changed out on a locomotive due to wear or other damage, the old 1 piece ring gear is replaced with a 3 piece ring gear. The current method employed to perform this task kept the employee in poor body position while trying to stabilize an 80 lb. section of ring gear until bolts are inserted to secure it. This had to be done 3 times during the task to complete the change out. Solution: Machinists approached Safety Committee members and Machinists Aaron Lafon and James Snavely with the problem. They worked collaboratively on the solution. An existing lift/hoist was modified with a new attachment the machinist built to handle the ring gear. First, they identified the need to remove the weight associated with handling each section of ring gear (80lbs, 3 times per installation). The design incorporated the use of the existing Tesco “C” frame manipulator (which all shops currently utilize for numerous lifting tasks) to mechanically handle the new ring gear. A special attachment device was built

by the machinists to fit onto the Tesco “C” frame manipulator. The manipulator can then be attached to an overhead crane. The new attachment to the C frame utilizes a hydraulic piston to allow precise adjustment of ring gear positioning during installation. The final design allows the employee to stand flat on the work platform, in a good posture, and manipulate the ring gear piece using the overhead crane attached to the C frame lift with the new ring gear attachment hydraulic cylinder. Measureable Outcomes: The employee does not have to lift any of the weight, a 100% reduction. Since the ring gear attachment for the Tesco “C” frame manipulator was built in house by locomotive machinists, the total cost was approximately $600. The task can be performed faster and part of it without a second person. The labor and time savings with this task is $4000 to $6000/yr. This will increase as more shops add this device. The safety was improved by reducing the potential for pinch point and struck by accidents. Also, at a time when we do not have enough locomotives for the increased number of trains due to a recovering economy, this reduces the "dwell time" the locomotive is in the shop, increasing revenue hauling and on time customer deliveries which can be conservatively calculated at $20,000 to $100,000 in annual savings due to the fact that all large shops will this device. Automatic Lube System for the Car Pulling System Norfolk Southern Knoxville, TN Booth #: 511 Presentation Description: This project was addressed because of the nature of the work involved in greasing bearings, sheave wheels and jacks that are part of the rail car pulling cable system on the Repair Track. It involved heavy lifting of cover plates, repetitive use of a grease gun and frequent and potentially hazardous climbing of towers. A machinist in the car repair facility took it on himself to build an automatic lube system for the car pulling cable system used to pull cars along the track for repairs. Problem: One of our machinists decided that there had to be a safer and easier way to grease all the necessary parts of the car pulling system. There are a total of 6 towers that are 20 feet tall that the employee had to climb to grease. Also the jacks and sheave wheels are covered with heavy steel plates, weighing anywhere from 20 to 50 pounds, that would have to be removed to be greased. Solution: The machinist designed a system with air valves and switches to distribute grease to each pulley track system. He went back to the drawing board two times until the system was perfected so that the grease is distributed evenly through a series of flow control valves and switches. The machinist can now stay on the ground, flip a switch and grease all necessary parts without climbing the towers or removing heavy steel plates. Measureable Outcomes: This project used to take an employee 8 hours to grease all parts. The new system will now take 30 minutes which saves the company around $10,533.60 a year. It eliminated the lifting and moving of guards and heavy covers (up to 50lbs). Not only did it reduce the labor time, it is now safer because an employee does not have to climb a ladder multiple times per tower (min 3), put on his fall protection equipment, and at some locations, manually pump the grease gun (min 20 pumps/fitting). It also eliminated multiple pinch points at all locations. He will stay on the ground and flip a switch which will handle the greasing. It is more efficient, safer, and more ergonomic.

Workplace Solutions II (Engineering/Ergonomist-Driven Workplace Solutions) The "Talla-Twister" for Heavy Gauge Wire Braiding General Dynamics Land Systems Tallahassee, FL Booth #: 325 Presentation Description: Braiding heavy gauge cables presents a significant ergonomic risk. Twisting these cables by hand is a tiring, repetitive, and inconsistent process. To mitigate this risk, an automated twisting device was developed. Powered by a winch, the device runs along a length of gear rack and rotates a bar a specified number of times per unit length travelled. The operator simply loads the cables onto the twisting bar and presses a button to operate the winch. The solution not only eliminates the ergonomic risk, but also improved productivity by 85% and allows for continuous processing. Problem: •Twisting of heavy gauge cable by hand was creating ergonomic and product quality related issues. •Ergonomic risks from the manual twist of heavy gauge cable by hand could impact hands, wrists, arms, shoulders, and neck. •Operators found it difficult to maintain a consistent twist rate per length of cable to meet product requirements. Solution: •An automated twisting device providing a “hand-free” solution that utilizes a gear track, a gear rotating a bar, and winch was designed and fabricated to perform the task. •Components of the unit are primarily “off-the-shelf” commercial items “re-purposed” for this solution. Measureable Outcomes: Ergonomic / Safety Benefits •Complete removal of ergonomic risks related to hand, wrist, arm, shoulder, and neck from twisting, pulling, and stretching heavy gauge cables. Efficiency / Labor Hours Benefits •85% reduction in cable twist processing time (15 minutes reduced to 2 minutes) •Allows for continuous processing versus manual processing where employees would be limited due to physical constraints causing “tiring”. Quality •Increased product consistency and process repeatability that meets customer’s expectations (no process failures since implementation) Cost •Material cost for the unit fabrication was less than $750 •Estimated 80 man-hours in development of unit. Tape Cutting Machine Cardinal Health Cuauhtemoc, Mexico Booth #: 224 Presentation Description: Cardinal Health- Cuauhtemoc is part of the Cardinal Health's Medical Product Division, operating in Cuauhtemoc, Chihuahua, Mexico. The facility have a labor force of around one thousand employees, manufacturing medical face masks, surgical gowns and drapes. Having an intensive labor operation, our challenge is not just to keep up with fast-paced environment, but also to align efforts with different functional teams to improve ergonomics, productivity and safety in our operations. Knowing

that the work place ergonomics and continuous improvement activities address similar concerns, we piggyback those programs on each other for success to not just improve ergonomic conditions but to mature our ergonomics program to a more proactive state. Problem: The need of specific sizes of tape on the surgical gowns and drapes manufacturing process, implicate a manual operation where the employee needs to measure and cut the tape orders from the assembly area. This fully manual operation using scissors represents a high ergonomic risk, affecting hand/wrist, shoulders and back of the employees in the operation, due to a flex-extension-twist repetitive task on measuring and cutting the material. Personnel rotation in this operation was imperative to avoid musculoskeletal disorder symptoms start to arise. Solution: As part of the Engineering Department projects, a team of engineers and technicians developed, in-house, an automated tape cutting machine that completely eliminated the manual operation, and changed the task from highly repetitive movements from the operator to a single push button operation to start the machine. The operation went from red to green in our ergonomic evaluation scoreboard (where red is high and green is low). The team completed the project in 2.5 months (design, built and equipment test) achieving the elimination of the ergonomic risk, operation efficiency improvement and labor cost reduction. Measureable Outcomes: Return of investment on this project (25,000 US Dollars) is two years. The number of operator deceased from eight to four, with a labor cost reduction of 24,000 US Dollars per year. The efficiency of the operation improved due to the elimination of variation in length of the tape pieces (due to human error), the production capacity increased 50 %with the installation of two machines in the production line and the operation safety risk went from medium to low due to the elimination of the scissors. The ergonomic risk went to red to green according our risk factors identification process. The total recordable incident rate for the operation is zero since the completion of the project in June 2014 contributing to a low total recordable incident rate of the facility (YTD 0.51 YTD) X-Y Glue, Application Equipment Cardinal Health Santo Domingo, Dominican Republic Booth#: 222 Presentation Description: Manufacturing surgical gowns and drapes while maintaining a fast pace manufacturing environment, with processes with highly manual operations, and keeping Cardinal Health Dominican Republic’s employees free of injuries, represent the challenge to keep the balance between manpower, machines, materials and methods. We strongly believe that we can optimize processes stability and performance by designing for the human element, honoring this statement, the ergonomics team at Cardinal Health-Dominican Republic is focused on find and fix ergonomic issues using internal resources and personnel skills to design, develop and build semi-automated or automated equipment in order to reduce manual operations at our facility, resulting on the employee exposure minimization. Problem: After evaluating a good number of operations in our facility, the ergonomics team began a process of prioritization, identifying those operations with a high number of manual activities exposing workers to application of force, awkward postures and repetition of motion. The operation resulting on a big number of features described before, was the application of hot glue in surgical drapes assembly process, where the operator or operators remained for the entire work shift applying glue using a hot melt gun while maintaining grip force between 15 to 20 pounds, with a horizontal distance range of up to 27 inches and a vertical distance range of up to 58 inches; This situation was non-conformance with all optimal

working distances according to ergonomic workstation design guidelines. Cardinal Health’s ergonomics team, designed a X-Y semi-automated equipment capable of perform the operation, eliminating employee exposure, improving product quality and reducing head count, among other benefits. Solution: After a deep evaluation of the operation, a group of engineers and technician developed, in-house, an automated equipment capable of performing the hot glue application in a x-y quadrant as required by the process. The implementation of this fully in-house designed equipment consisting of a working table with a hot melt glue application gun controlled by a pneumatic arm capable of moving on x y quadrant, had a cost on parts and materials of 11500 US Dollars, and eliminated the variation of the glue application pattern (human error), employee's force, position and repetition. Measureable Outcomes: The solution eliminated the force related to the use of a tool (hot melt gun) as well as the horizontal and vertical reaching distance identified in the manual process. The operation changed from a high ergonomic risk task to a low ergonomic risk task according to the baseline risk identification of ergonomic factors scored to 14 operators at the facility. The equipment eliminated human error on the glue application pattern and improved product quality. Employee head count for the operation was reduced from 14 operators to 12, with an annual saving of 10,000 US Dollars. The recovery of the investment of the project is 14 month. Cardinal Health-Dominican Republic has a Total Recordable Incident Rate of 0.66 YTD showing 0.00 on ergonomic related incidents for calendar year 2014 and this implemented solution is a big contributor to this low numbers on our safety metrics. Crushing High Ergonomic Risk in Lockout Press Ethicon Endo-Surgery, Inc. Cd. Juarez, Mexico Booth #: 220 Presentation Description: 1. The Ergonomic risk Factors associated with Manual Press are Shoulder Flexion, Reach across the Body & Shoulder Repetition 2. In MCA lines the associate needs to activate a Manual Press around of 150 times per hour and the operator need to place around 8 different components increase repetition to 600 arm movement per hour causing some pain in his arm and/o shoulder. 3. We have document around 3 recordable case in the pass years last year we have an increase in complaints of associates with pain in their shoulder and arm. This can lead to a long term injury. Problem: 1. In MCA lines the associate needs to activate a Manual Press around of 150 times per hour causing some pain in his arm and/o shoulder. 2. We have an increase in complaints of associates with pain in their shoulder and arm. This could cause associates get a long term injury. Solution: This project arise through a kaizen where a associates team analyzed the ergonomic risks that this Manual Press was presenting and followed the DMAIC (Define, Measure, Analyze Improve, and Control) process and evaluated data collected through various Lean and Ergonomic tools such as: Analysis of the Product, Activity of the Operator, Spaghetti Diagrams, and Ergo Job Analyzer. At the end the team develop a proposed semi-automatic press and a new bin distribution to eliminate the ergonomic associated to the task.

Measureable Outcomes: Metric Improvement % Improvement 1. SAFETY: Reduction of High Ergonomic Risks from 4 to 0 100% 2. QUALITY: Producing the same quality & production output 100% 3. COMPLIANCE: N/A 4. DELIVERY: Reduction of cycle time. 5% 5. COST: Equipment was built by line's Technician using spare 1K USD parts from other of other machines. The return of the investment was in 3 months and no more complaints have received from the area.