The Challenges to Implementing Ergonomic Change

From a Manufacturer’s Perspective

Dan Dubblestyne CRSP HS&E Director The Woodbridge Group

The Challenges to Implementing Ergonomic Change

Challenges/Barriers to Implementing Change

Examples/Experiences Suggestions and

Solutions Questions

March 4th, 2008

Challenges and Barriers to Implementing Change

Need to avoid adopting an on-the-fly approach to addressing ergonomic issues

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Challenges and Barriers to Implementing Change

Employees not involved in the change process Communication disconnects Many employers simply do not comprehend the term

“ergonomics” Ergonomics still considered by some as “voodoo

science” “Time Study” approach still favoured Ergonomics not considered during the design phase

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Challenges and Barriers to Implementing Change Costs can be prohibitive Technology change can

result in loss of jobs Ergonomic assessment

reports often do not specify practical recommendations

Lack of resources/funding/training

Maintenance Psychosocial aspects are

not addressed

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Employees Not Involved in the Change Process

Not considered a stakeholder by some employers

Not engaged No formal “Change

Process” in place (seat-of-the-pants approach)

Examples: Re-design of Off-Line

area Introduction of new Fork

Lift Trucks

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Communication Disconnects

No consultation with employees affected by change

No formal communication mechanism

Reports of pain and/or injury not adequately analyzed to identify ergonomic flags

Examples: Installation of trim tool

balancers

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Comprehension of the term “Ergonomics”

Surprisingly, or not, there are many people out there who are not familiar with the term

Many who have heard it, do not understand the meaning

Example: An acquaintance, a Plant Manager at a small manufacturing facility, who heard the term thought it had a different meaning

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Ergonomics as “Voodoo Science”

Still an “elective” subject in most, if not all, Engineering curriculums

Ergonomists and Engineers do not speak the same language

The science behind Ergonomics has been coined by some as “Voodoo Science”

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Time Study Approach Still Favoured

An engineering staple, it is often utilized to verify a process design

Mostly considers non-human factors Rarely includes ergonomic factors such as

repetition, force, posture, etc. Example: Line Speed Adjustment on a

Production Assembly Line

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Ergonomics Not Considered During Design Phase

If it was, we would likely not even need to have this workshop

Design-level Risk Assessments not a formal requirement in many organizations

Usually considered after the fact – retrofit costs often much higher than design costs

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Costs Can Be Prohibitive

Re-engineering is often the recommended/needed solution and may require significant capital expenditure

The cost of a baseline ergonomic assessment can reach a five figure amount very quickly

Example: Production Line redesign costs in excess of $600K A baseline assessment at one of our new facilities was in

excess of $25K

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Technology Change Can Result in Loss of Jobs

Often, the only truly effective ergonomic solution is automation

All parties aware of this risk In the lean manufacturing

environment of today’s world, not a simple matter of finding another job for the displaced individual

Example: Installation of a robot to replace the human performing the job

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Ergo. Assessment Reports Often Do Not Include Practical Recommendations

Assessment reports identify the ergonomic stressors and potential problems

If recommendations are made, they are often generic, and not entirely practical

Recipient of the report is often left to deal with the issue of what is to be done with the content of the report.

Example: Re-design entire production line and all jobs/tasks within this work space

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Lack of Resources/Funding/Training No Health and Safety professional (advocate role) No on-site engineering expertise No budget for health and safety projects Reduced level of Ministry of Labour resources JHSC members do not have adequate level of

training or knowledge Training – Turnover/Expectations are often too high Ergonomics added to the list of responsibilities with

no time allotted to use the acquired training Trainees may not have the necessary technical

capabilitiesMarch 4th, 2008

Maintenance

Established ergonomic assessments once developed, require ongoing maintenance (reviewed as changes occur)

JTA’s/JSA’s/PDA’s also require ongoing maintenance

Maintenance costs may be high as, depending on available resources, this work is farmed out to ergonomists

Example: Out-of-date JSA may result in MOL order on a work refusal

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Psychosocial Aspects Not Addressed

How will the plant/organizational culture affect the implementation of change?

How is employee morale ? Are the existing jobs/tasks dysfunctional in

nature (e.g. promotes mental atrophy through non-stimulating work)?

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What Can/Should We Do About It?

No easy solution or magic bullet

Swallow in small bites or one big gulp?

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What Can/Should We Do About It? Involve employees at all levels Implement sustainable communication

mechanisms (weekly safety talks, ergonomics newsletters or bulletin boards)

Include ergonomics in the mandate of the JHSC, or implement a separate committee

Include employees who perform the jobs/tasks in related design-level risk assessments, and development of JTA’s/JSA’s/PDA’s

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What Can/Should We Do About It?

Ergonomic Sciences made a mandatory component of the Engineering and Industrial Technology curriculums

Need more Industrial Engineers/Technicians w/Ergonomic specialization

Existing ergonomic staff part of Engineering – not H&S function

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What Can/Should We Do About It?

Increase training (awareness and specific) in a workshop format, where effectiveness is gauged to measure transfer of knowledge

Develop more user-friendly assessment tools – users need to understand the limitations of these tools and what can/should be done with the assessment results

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What Can/Should We Do About It?

Key – implement design-level risk assessments on new or significantly modified equipment, machinery or process installations

Pre-Start Review (PSR) may not adequately cover ergonomic design

Risk Assessments are a component of a quality H&S Management System

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What Can/Should We Do About It? Project Review Checklist

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13

13.1 Has the design or placement of the workstation and/or equipment been assessed/addressed regarding

risk to posture, force, grip, or reach?13.2 Are controls/components easy to reach?

13.3 Are controls, dials, indicators, and message lamps easy to recognize and within the required field of view?

13.4 Is there adequate room for freedom of movement within the work space?13.5 Has anti-fatigue matting been considered in areas where prolonged standing is required?

13.6 Is the level of lighting at the workstation appropriate for the task (i.e. consideration of the quality factors of that lighting, such as glare and brightness)?

13.7 Have tasks with an inherent repetitive motion requirement been studied for engineering improvements or administrative control (e.g. job rotation)?

ERGONOM ICS/WORK STATION DESIGN

What Can/Should We Do About It?

Create a culture of change in the facility (understand current culture, determine mission/vision/values of desired culture, change employee behaviour)

Improve employee morale - design, promote, and implement positive interaction activities throughout the entire employee population

Apply job rotation as a method of stimulation (ensure that it is ergonomically appropriate)

Provide training to complement and increase job knowledge

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Summary

Design-Level Risk Assessments Ergo-educated Engineers/Technologists Involve employees Training and education Communication Create a culture of Change

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QUESTIONS?

March 4th, 2008