Participatory Ergonomics and Ergonomic Principles
Contents
Participatory Ergonomics
2. Principles of participatory ergonomics
Benefits of participatory ergonomic programs
Impact on beliefs and attitudes
Barriers to participatory programs
4. How can you use ergonomic principles to assist RTW
Address physical ergonomic factors
1. Some definitions
Ergonomics
Ergonomics is the science of fitting the task to the person. This contrasts to the situation where the person needs to conform to the workstation setup.
A machine requires the operator open the door to the machine and insert a 2kg component. When the job is done the door is once again slid open and the component removed.
One of the operators is 5'2" and another is 6'2". Without attention to ergonomics the first is constantly lifting above shoulder height and the other is constantly bending over.
Ergonomics affects everyday situations in and out of the workplace. Yet few people are aware of the impact and how to make improvements.
Allowing a person to perform the task in a comfortable and safe manner looks after the health of the person and often makes the task easier to perform. At an everyday level the driver's seat in a car adjusts to allow short and tall people drive the same vehicle. Without the ability to adjust the seat driving the vehicle would be uncomfortable for some, and impractical for those at extreme ends of the height range.
Occupational ergonomics
Industrial or occupational ergonomics deals with ergonomics in the workplace.
Issues range from computer workstations in an office environment to the set up of a lathe, placement of dials and levers for the train driver, or the handle of an electric drill. With poor ergonomics employees are required to work in awkward positions or perform repetitive task that place a load on the body. Aches and pains are common with poor ergonomics and can develop into more significant health problems over time: back complaints, tendonitis, shoulder problems etc. A well designed ergonomic workstation helps people perform their job comfortably by reducing forces, repetitive actions, awkward postures, and static posture. Further, productivity is often improved.
Participatory ergonomics
Participatory ergonomics is fostering the participation of employees in assessing ergonomic problems and developing solutions.
Participatory ergonomics recognises the employee is an expert on his or her job. It involves working with people, teaching them basic principles and then seeking their input on improvements. Participatory ergonomics requires discussion and evaluation of ideas so the process is slower. However the outcomes are more likely to be successful.
At a simple level participatory ergonomics involves an employee and their supervisor assessing a task and making a change to the job setup.
At the macro level a participatory ergonomics program can be an organisation-wide approach, with substantive commitment by all levels of management across a large organisation.
A US hospital implemented a problem-solving participatory ergonomics program with hospital orderlies. This was followed by a 50% reduction in work injuries and reduction in lost work days. A survey of workers showed a large reduction in the proportion of employees with musculoskeletal symptoms.
A home-care worker participatory ergonomics program improved physical and mental work contentment and arrested the decline in work disability.
An automobile parts company set up an organisation-wide program, chaired by the company vice president. Over a four-year period the number of musculoskeletal claims reduced by 85%, with a reduction in compensation costs of 42%.
2. Principles of participatory ergonomics
Approaches that involve consultation and input often take longer to implement. Staff need to be informed about the process, input needs to be sought and feedback must be given.
However, the program outcomes are more likely to be accepted and to be successful. Moreover, when people have been consulted and involved morale improves and staff feel part of the organisation.
While the issues dealt with are everyday and common problems in many organisations, implementation of this type of program is uncommon. This offers the RTW coordinator the opportunity to create real and positive change within an organisation. The same opportunity is available to senior managers with the vision and commitment to contribute to the organisation's well-being.
Benefits of participatory ergonomic programs
The benefits of such a program include direct and indirect benefits:
Direct benefits
1. More effective and well-thought through identification of problems and their solutions
2. Staff are more willing to accept change
3. Faster implementation of new systems, as staff have become aware of the issues and changes as part of the process
4. Less musculoskeletal complaints
5. Greater satisfaction with the outcome
6. Greater understanding of the limitations to changes
7. Faster return to regular work after musculoskeletal injury
8. Enhanced focus on health and safety, and prevention of other problems
'Off shoot' benefits
1. Greater staff ownership of other issues as staff experience involved
2. Increased confidence to communicate about concerns
3. Improved problem solving competence
4. Increased opportunities for personal development, social contact, feedback, and influence
5. Greater willingness to change
6. Increased knowledge of the work processes
7. Enhanced collaborative approach
8. Identification of new skills in employees
9. Improved quality of work
10. Enhanced motivation among employees
11. Influence over the management philosophy in other areas.
Impact on beliefs and attitudes
A number of research studies indicate that so called negative psychosocial factors increase the likelihood of musculoskeletal health problems. These include psychological factors such as thoughts, emotions and behaviours, and social factors such as the workplace culture, ease of communication, expected responses from others, etc.
In the workplace, negative psychosocial factors include:
1. Low levels of personal control and autonomy;
2. Low task variety and opportunities for skill utilisation; and
3. Poor job security.
The opportunity to be involved in job improvements enhances the employee's control over the job, and provides opportunities for input and use of their knowledge and skills.
Participatory ergonomics addresses the physical AND psychosocial factors that contribute to musculoskeletal conditions.
Some say the benefits of participatory ergonomics result more from participation in the program than the ergonomic changes. Enhancing an employee's sense of their importance within the organisation alters their beliefs and attitudes. People who feel looked after are more likely to respond in kind. Many practitioners consider the dramatic drop in Repetitive Strain Injury (RSI) in Australia in the 80s came about in large part through improvements in employee sense of the care provided by the employer.
Barriers to participatory programs
Barriers to implementing programs are more likely in organisations where trust between employees and management is poor. In these circumstances the program may be seen as:
1. Time consuming and unproductive
2. A threat to supervisors or managers
3. A superficial exercise that will not be implemented
4. An opportunity for opposing factions to use the process in a negative way
Other barriers to the program include:
1. Lack of time for meetings for appropriate input from employees
2. Solutions not being implemented by relevant departments responsible for purchasing new equipment or modifying existing equipment
3. Poor motivation of those involved
4. Supervisors or managers paying 'lip service' to the process
Overcoming barriers requires persistence, influence and collaboration. One way of overcoming resistance is to start small and demonstrate success. It is easier to build on successes when the benefits and outcomes can be demonstrated. For example, improvements in the way one machine is set up can demonstrate improvements to employees and their supervisor.
3. Implementing a program
Key elements of a participatory program include:
1. Commitment
At the local level this may be supervisor commitment, commitment of the RTW Coordinator or the Health and Safety Rep. Commitment levels need to be sufficient to overcome barriers to implementation. For example, a supervisor may meet resistance from employees who have always done the job a certain way. A common example is resistance of some employees to the introduction of task rotation.
Major programs are unlikely to succeed without senior staff sponsorship and involvement.
The goal of the participatory process is to generate enthusiasm for identifying, exploring and evaluating alternatives, contributing to solutions, and providing a basis of future participation and implementation. Creating a culture that values continuous improvement helps the participatory process, and the participatory process contributes to further development of that culture.
2. Staff training
Ergonomics is surprisingly simple to learn: once taught people generally catch on quickly to most ergonomic principles. Basic training can be supported with written material.
Complex industrial ergonomic changes require a specialist ergonomist. However common problems occur in many workplaces and solutions to these issues are often straightforward to identify and introduce.
Most people can be taught basic ergonomic principles within an hour. Initial training should be supported by someone who can review and assist early endeavours at identifying problems and solutions.
3. Program coordination
A large program is best undertaken with the assistance of a facilitator with appropriate people and project management skills. Getting people together to talk and identify solutions can be challenging, and the ability to work positively with people is important. Persistence and follow through are key competencies of the program facilitator.
4. Problem analysis
Problems may be identified through:
1. An employee pointing out a concern
2. Health and safety reports, identifying tasks that are causing health problems
3. Tool box or formal meetings, seeking input from staff about tasks they consider hard or more demanding than they need to be
4. A walk through of the site
5. Formal risk assessments
Identifying the root cause of a problem may require a more detailed review of the task, and discussion and further investigation.
5. Generating solutions
A number of suggestions may be made, followed by discussion and agreement about the best approach.
Electrical cords linking a wall power outlet to the centre of a meeting room desk are a trip hazard and need to be put out of harms way. Options include putting them under the carpet, taping over the cords as they run along the carpet, hanging from an overhead point, or by rewiring from directly underneath the table. The chosen solution will depend on many things, such as need for flexibility with changes in the future, cost of changes, frequency of room use etc.
Generating possible solutions can be done through:
· Individual suggestions
· A group process such as a tool box meeting
· Written suggestions
· Suggestions put by individuals, reviewed and discussed by a group
· Round-robin questionnaires: a series of simple open-ended questions is presented and answered collectively by the participated group
· Cause and effect diagrams
· Brainstorming techniques
· Mock-ups (full-size or scale)
· Computer visualisations
· Layout modelling: small groups create their optimal workplace layout.
6. Trials and implementation
Trialling changes is worthwhile in many circumstances. For example, pliers used to assemble a component may require force to complete the task. Changing the handle of the pliers is identified as a possible solution. Altering one set of the pliers and then seeking feedback from staff on the modification is best done before all of the site's pliers are modified.
An ergonomics program must be practical and concrete. The program requires ongoing support to progress from an idea to a reality. A hands-on approach that brings focus to the design and change process helps make sure the input of participants is put to good use.
A systematic approach
A comprehensive ergonomics program includes:
1) A manual handling plan in active use
2) Staff who are aware and have access to manual handling and ergonomic policies procedures and guidelines
3) Staff who have been trained in ergonomic principles, and are supported by written document and pictures that outline key ergonomic principles
4) The program being embraced by employees, line managers, RTW managers, senior managers, and the health and safety team.
1. Workstation assessments
1) Job task analysis includes the task demands, for example weights handled or frequency of lifting, as well as the health and safety, and other aspects of the job.
2) Employees are involved in manual handling risk assessments, and ergonomic risk identification and assessment.
3) Risk assessments are documented.
4) All workstations have been reviewed.
5) Equipment to improve a workstation or work station design is implemented in a time efficient manner.
2. Tracking
1) Reports to managers show manual handling and ergonomic performance measures.
2) Injury records are reviewed.
3) There is evidence of trend analysis of ergonomic incidents.
4) Identified hazards are prioritised and documented in a register.
5) Ergonomic successes are tracked and recorded, as are unsuccessful interventions.
6) A preventative maintenance program is in place for equipment.
3. The ergonomics or manual handling committee
An ergonomics or manual handling committee:
1) Includes representatives from workers, management, health and safety, and people with ergonomics background
2) Uses external specialist ergonomic resources where needed
3) Holds regular meetings
4) Is reviewing or has reviewed all workstations and prioritises ergonomic interventions
5) Holds or arranges ergonomic education sessions and assessments
6) Makes recommendations to management about new equipment purchase
7) Makes recommendations to management about preventative and remedial ergonomic interventions
Ergonomic principles
4. How can you use ergonomic principles to assist RTW?
Address physical ergonomic factors
The following are examples of ergonomic changes that can result in significant improvements:
- Modify the job tasks to reduce discomfort
- Provide equipment to make the job easier and the employee more comfortable
- Involve other company staff or external resources where applicable
- Ensure that there is a rotation of duties, and that the employee complies with the rotation
- Look at the working height the task requires – if work is too high the shoulders must be frequently lifted to compensate. This leads to discomfort or shoulder problems. If the working height is too low, the back must be excessively bowed often resulting in a backache or neck lowered constantly leading to neck ache.
- Check all work surfaces meet the stature of the operator, whether standing or sitting at the work.
- Assess the distance the employee has to reach for objects. Place items used most frequently in closer reach.
- Alternate standing and sitting duties for the employee. Standing and sitting impose different stresses upon different muscles, so each changeover results in some muscles being stressed and other relaxed.
- Encourage the employee to perform appropriate warm up and down stretches and movements before commencing work, in order that muscles are correctly warmed up
- Encourage employee to take appropriate rest breaks
- Control the physical setup:
o Monitor factors such as the climate and lighting, and supply the correct equipment and training to operate safely in workplaces where these cannot be controlled.
o Ensure tools provided are appropriate for the environment (e.g. have non slip handles)
o Supply task lighting and lighting to areas and offices with poor lighting
o For assembly jobs, material should be placed in a position such that the worker's strongest muscles do most of the work.
o For detailed work that involves close inspection of materials, the workbench should be higher than for heavy work.
o Hand tools that cause discomfort or injury should be modified or replaced. Workers are often the best source of ideas on ways to improve a tool to make using it more comfortable. For example, pliers can be either straight or bent, depending on the job task.
o A task should not require workers to stay in awkward positions, such as reaching, bending, or hunching over for long periods of time.
o Workers and equipment should be positioned so that workers can perform their jobs with their upper arms at their sides and with their wrists straight for most of the time.
- Job assignments should be rotated to minimise the amount of time a worker spends doing a highly repetitive task, since repetitive work requires using the same muscles and increases the likelihood of problems.
Address psychosocial factors
As well as leading to stress, a hazard in its own right, psychosocial risk factors can contribute to musculoskeletal conditions. For example, there can be stress-related changes in the body (such as increased muscle tension) that can make people more susceptible to musculoskeletal problems. Alternatively, individuals may change their behaviour, for example doing the job without rest breaks to try and cope with deadlines.
Many jobs are not well designed. Address the following factors to reduce psychosocial risks:
- Ensure modified duties are meaningful and useful
- Support workers having control over their work and work methods
- Ensure workers are able to make use of their skills.
- Workers, as a rule, should be involved in making decisions that affect them
- Workers should not expected to only carry out repetitive, monotonous tasks without rotation
- Ensure there is some control over the pace of work
- Work demands should not be perceived as excessive
- Use payment systems that avoid encouraging working too quickly or without breaks
- Work systems should allow opportunities for social interaction
- High levels of effort should be balanced by sufficient reward (resources, remuneration, self-esteem, status)
“International research has shown that psychosocial and other risk factors are far more important in predicting which injured employees will fail to recover or return to work following a workplace injury, than are physical factors such as the nature of the injury.
These risk factors (sometimes called flags) include an individuals belief and perceptions (for example about pain and injury), and perceived features of the work or social environment (such as unsupportive management, perceived time pressure or low job control).
These risk factors, together with practices in medicine, employment and compensation systems, can lead employees to experience periods of incapacity that can be quite disproportionate to the nature of their injury."
The following table compares the physical and psychosocial factors that contribute to workplace musculoskeletal problems:
| Physical aspects of work |
| Work environment and work organisation |
|---|---|---|
| - Loads |
| - Pace of work |
| - Poor posture |
| - Repetitive work |
| - Highly repetitive movements, repeating an action too frequently |
| - Time patterns |
| - Forceful hand applications |
| - Payment patterns |
| - Direct mechanical pressure on body tissues |
| - Monotonous work |
| - Body vibrations |
| - Fatigue |
| - Repetitive and heavy lifting |
| - Adverse working environments (extreme heat or cold) |
| - Bending and twisting |
| - How workers perceive the work organisation |
|
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