Participatory Ergonomics for the Future

Transcription

1 : Celebrating 25 years of research on preventing work injury and disability Participatory Ergonomics for the Future Dwayne Van Eerd CIRPD Webinar September 17, 2015 This document/slide is licensed under a Creative Commons Attribution-NonCommercial- NoDerivatives 4.0 International License:

2 Acknowledgements Colleagues: Ben Amick Donald Cole Ivan Steenstra Carrie Boyle Shannon Hunt IWH prevention review teams Funding sources: MOL WSIB WorkSafeBC The Institute for Work & Health operates with the support of the Province of Ontario The views expressed are those of the author and do not necessarily reflect those of the Province of Ontario. 2

3 Presentation Overview 1. Definitions: a) Work-related Musculoskeletal Disorders b) Participatory Ergonomics (PE) 2. Effectiveness and Cost-Effectiveness of PE Programs 3. Basic Elements of a Successful PE Program 4. Examples of PE Outcomes 5. The Future of PE a) PE in Return to Work b) PE as Organizational Change 3

4 Work-related Musculoskeletal Disorders are a group of painful disorders of muscles, tendons, and nerves. Carpal tunnel syndrome, tendonitis, and tension neck syndrome are examples. 4

5 Definition of Ergonomics the scientific discipline concerned with the understanding of interactions among humans and other elements of a system, and the profession that applies theory, principles, data and methods to design in order to optimize human well-being and overall system performance (IEA: 5

6 Definitions of Participatory Ergonomics the involvement of people in planning and controlling a significant amount of their own work activities, with sufficient knowledge and power to influence both processes and outcomes in order to achieve desirable goals (Wilson & Haines, 1997) practical ergonomics with participation of the necessary actors in problem solving (Kuorinka, 1997) 6

7 Effectiveness of PE Programs PE interventions can have a positive impact on: musculoskeletal symptoms, reducing injuries and workers compensation claims, and reducing lost days from work or sickness absence 7

8 Cost effectiveness of PE Programs Ergonomic programs are cost effective, with the strongest evidence in manufacturing sector Over a four-year period, a textile company realized a net benefit of almost $295,000, representing a benefit-to-cost ratio of 5.5:1 (for every $1 spent on the program, the company saved $5.50) 8

9 Cost effectiveness of PE Manufacturing Study findings: reduced the number of first-aid only workplace injuries by 65 per cent, saving $7,675 cut the number of injuries requiring modified duties by half, saving $58,230 brought down the number of casual absenteeism days by 23 per cent, saving $10,045 dropped the number of long-term sickness absences by 75 per cent and reduced their length by 93 per cent, saving $266,645 increased the quality of production (# right the first time each week), for a savings of just over $18,000 Tompa et al, 2013 Applied Ergonomics 44(3):

10 Features of PE Programs Formation of team : employees, managers, ergonomists, health and safety personnel, and research experts Team trained by an expert to become familiar with ergonomics principles Team uses new knowledge to identify hazards and develop solutions in the workplace Team works together to improve workplace conditions through participation, communication, and group problem solving Workers involved in controlling their own work activities, consequently decreasing work organization or psychosocial risk factors Van Eerd et al., 2010 Ergonomics 53(10),

11 The Ergonomic Blueprint (Wells et al., 2003) 11

12 Process and Implementation of PE Programs 12

13 Six Elements of Successful PE Program Implementation 1. Management and employee support 2. Sufficient resources committed to the program 3. Appropriate ergonomics training provided to all those involved 4. A team with the right people involved who understand their responsibilities and make decisions in a consultative way 5. Good communication between team members, between the team and management, and between the team and individuals in the workplace 6. Training in how the organization works so the team functions well to identify and make necessary changes Van Eerd et al., 2010 Ergonomics 53(10),

14 PE Guide Evidence-based information (Van Eerd et al., 2010) Vignettes added to illustrate messages Stakeholders involved in development Easy to read Applicable to practice 14

15 PE Examples Hazards? 15

16 PE Solutions Wire dispenser for meter technicians Concern: high pull forces to dispense 16

17 PE Solutions Team Innovation: Mobile wire stand Less force Locking Wheels Portable Retracting Arm 17

18 PE Solutions Simple changes: Composite handles replace wooden ones Shock-absorbing material 18

19 PE Solutions Cross arm storage 19

20 PE Solutions Simple innovation Tool support Quick to install Design allows user to swing saw around total circumference of pole Requires only light horizontal pressure on saw 20

21 PE Program Sustainability 21

22 Future of PE Return to Work Organizational Change 22

23 PE in RTW: The Sherbrooke Model Occupational physician exam plus ergonomist assessment of jobsite to give appropriate recommendations for RTW Each participating company had a trained PE team including employees and management representatives Workers that received the Sherbrooke intervention returned to work 1.9 times faster compared to those that did not Study was replicated multiple times in the Netherlands with similar results Loisel et al, 1994 OEM 51:

24 Implementation of PE in RTW Key organizational facilitators for effective PE RTW programs: proper support adequate resources communication workplace access clearly defined responsibilities prior approval for solutions adherence to timelines Steenstra et al, (2009) Spine, 34(12),

25 Participatory Approach to Organizational Change in Long-Term Care High Hazard Work Vulnerable Workers Morgan 2015 OOHNA Journal: Spring/Summer

26 Employees Participating In Change Program Pre- Implementation Process Innovation & Sustainability Management Commitment Program Evaluation Establish Program Foundation Program Implementation Morgan 2015 OOHNA Journal: Spring/Summer

27 EPIC Program Implementation 1) Selection of a Program Champion 2) Formation of a participatory steering committee 3) Formation of a participatory change team 4) Training, mentoring and coaching from program facilitators 5) Development of OHS management systems to build accountability and support change processes Morgan 2015 OOHNA Journal: Spring/Summer

28 Results Hazards 28

29 Process Evaluation Summary o Strong staff buy-in o Improved communication o Win-Win Change process varied across locations Intervention process was front-heavy Awareness about EPIC was quite good Improvements in working relationships Amick et al, 2014 MOL Report 29

30 Work Environment Changes Shorter garbage bins Electric pill crushers Re-paved parking lots Dishwashing sink lifts in kitchens Safer feeding stools in dining rooms different wheels, no wheels Reduced load capacity laundry machines Switch to disposable Swiffer type mops Practice changes for heavy moving and lifting Promotional campaigns and department wide education sessions Amick et al, 2014 MOL Report 30

31 Presentation Summary Work-related Musculoskeletal Disorders Participatory Ergonomics Effectiveness and Cost-Effectiveness of PE Programs Basic Elements of a Successful PE Program & Examples PE in Return to Work PE as Organizational Change The views expressed are those of the author and do not necessarily reflect those of the Province of Ontario. 31

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33 Questions? 33

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