How and Why Ergonomic Programs Fail

Transcription

1 7 th Annual Applied Ergonomics Conference Orlando, Florida March 9-11, 2004 Is Your Ergonomics Program a Shinning Star or a Rainy Day? How and Why Ergonomic Programs Fail Ben Zavitz, CPE Senior Ergonomist Seattle, WA bzavitz@prezant.com

2 Factors Influencing the Success or Fail of Ergonomics

3 Successful Ergonomic Programs

4 Successful Ergonomic Programs OSHA NIOSH GAO Report ANSI-Z365 NAS

5 Key Elements of Successful Ergonomic Programs 1. Management Commitment 2. Employee Involvement 3. Hazard Identification & Surveillance 4. Solution Development & Implementation 5. Training and Education 6. Medical Management 7. Program Evaluation and Documentation

6 Successful Ergonomic Program Attributes Effective Achieve intended results decreased injury rates and workers compensation costs, increased productivity or quality, etc Systematic and Sustainable Established plan, goals, metrics, continuous, visible, and integrated into existing processes/operations Add Value Financial gain / value to the business Link to business drivers (Lean, Six Sigma, etc)

7 Ergonomics Process Influence Ergonomics is a continuous process that expands deeper and broader into an organization Health Performance Products Industry Community

8 Management Commitment Company policy on ergonomics Long term vision for ergonomics Documented process purpose, goals, program requirements, responsibilities Assigned responsibilities & accountability (metrics) established Yearly plan with measurable goals, defined resources and budgets Annual review of success/progress

9 On the Road to Failure No visible support from upper management No policy statement on ergo, no written program No requirement for measurable short term results Ergo perceived as another flavor of the month by employees

10 Employee Involvement Are employees: Informed about ergo program and their responsibilities Aware of WMSDs, how ID and report signs and symptoms (S&S), importance of early reporting Encouraged to report early S&S and ergo concerns Employee participation in ID of ergo hazards and development/evaluation of solutions

11 On the Road to Failure Employees not aware of policy on ergo and reporting Policies and attitudes of management discourage reporting Program depends totally on people outside the organization

12 Job Analysis and Surveillance 3 models used for problem solving Quick and Dirty Find them, Fix them Hygiene Anticipate, Recognize, Evaluate, Control Engineering ID problem, Analyze problem, ID alternatives, Select best solution, Implement solution, Follow-up

13 Job Analysis and Surveillance Ergo risks identified and prioritized Injury/illness records, other data (prod, quality,) Employee concerns (surveys, questionnaires) Ergo evaluations performed on high risk jobs Standard and appropriate tools to evaluate risk Ergo incorporated into new designs

14 On the Road to Failure Problem jobs not prioritized No timetable for corrective action Employees reluctant to report hazards Ergo coordinator not familiar with job assessment tools

15 Solution Development/Implementation Participatory process for analyzing, developing and implementing solutions Engineering solutions implemented on high risk jobs Effective low cost solutions implemented Ongoing resources available to develop and implement solutions

16 Solution Development/Implementation Emphasis on implementing solutions no paralysis by analysis Past experiences and proven solutions deployed throughout organization/company Ergo buy off on new processes, equipment, furniture, and tools Ergo design and purchasing guidelines

17 On the Road to Failure Work on problem jobs, but no results No follow up to determine effectiveness of controls Mostly high cost solutions, with implementation 2+ years in future Ergonomist relied upon to control all problem jobs

18 Training and Education Employees trained in ergo awareness, how to ID S&S of WMSDs, & company ergo program Training provided to employees based on required skill and responsibility Refresher training for critical processes and high risk area Ergo is regular topic at H&S meetings Access to ergonomic expertise

19 On the Road to Failure Employees trained to recognize ergo hazards, without a problem solving strategy Ergo is considered common sense and no training provided to management or technical employees Training not audited for effectiveness

20 Medical Management Employees evaluated and treated in timely fashion by appropriate medical personnel Jobs where employees report S&S evaluated Early RTW and light duty work available Employees monitored on regular basis PDA of jobs

21 On the Road to Failure Employees having surgery without attempting conservative treatment Splints and supports commonly used with review by health care provider

22 Program Evaluation, Documentation and Communication Annual audit to review effectiveness Program goals & objectives met Ergo improvements documented and communicated to employees and managers Successes (& failures) shared Benchmark against industry best practices

23 On the Road to Failure No short term measures No measures of activity and impact

24 Shinning Star Ergonomics Program Address key elements Use participatory approach Implement a plan and measure progress Focus on reducing hazard exposure and implementing solutions Ensure value to business

25 7 th Annual Applied Ergonomics Conference Orlando, Florida March 9-11, 2004 Ben Zavitz, CPE Senior Ergonomist Seattle, WA