Edition No. 12
Zavitz on Ergo:
Building a Leading Ergonomics Management System
by Ben Zavitz, CPE
I recently met with a new client whose business was suffering from a significant increase in injuries after some productivity consultants increased the speed of the production line and reduced the workforce by 25 percent. His biggest question was how he can implement a successful ergonomics program that reduces injuries and doesn’t negatively impact his production schedule.
After two decades of research and initiatives (corporate and government) in ergonomics, it still amazes me that there is confusion regarding how to implement a successful ergonomics program. Developing and implementing an effective ergonomics program is a lot like eating an elephant -- you need to do it one bite at a time. I have outlined some ideas for creating a leading program below.
 |
||||||||
|
||||||||
 |
||||||||
Four Key Attributes
A successful ergonomics program contains the following key attributes:
-
Effective and efficient in reducing injuries. Simply stated, if your program is not reducing injuries, it is neither effective nor efficient. Effective programs evaluate and manage risk, not consequences. Efficient programs empower and engage your employees in the ergonomics process and document successes for others to learn from and implement in similar locations.
-
Compliant with government regulations. The good news is that there are no federal standards on ergonomics at this time. President George W. Bush rescinded the federal ergonomics rule in March of 2001 and the Washington State ergonomics rule was repealed in November of 2003. Currently, California is the only state that has ergonomics legislation. It’s important to remember, however, that OSHA can still site your company for ergonomics under the general duty clause, so be both aware and careful.
-
Systematic, sustainable and scalable to other sites. Using a systematic approach with defined tools, methods, and metrics ensures that your program is consistent, sustainable, and the results can be applied to similar problems across the enterprise.
-
Value added and results driven. Demonstrating the business value and potential cost reduction opportunities of ergonomic initiatives to your executive management team is critical. Their endorsement and support will result in successful program implementation and continuation. Conversely, a lack of support will most assuredly cause the program to falter.
Getting There — How to Approach the Elephant
Ergonomics is no different than any other business initiative -- a fundamentally sound management system is needed to make it work. To deploy a leading ergonomic management system that delivers sustainable results, consider a four-pronged approach. This can be deployed on a small scale at one plant or on a larger scale across hundreds of facilities globally.
-
Manage risks, not consequences. A reactive or lagging ergonomics program is consequence-driven-- someone needs to get hurt before an ergonomic evaluation or solution is implemented. A leading program manages ergonomic risk through objective identification and evaluation, implementation of solutions on high-risk jobs (with or without the occurrence on an injury), and prevention of ergonomic issues during the set-up and design of new equipment, tools, and processes. To help EORM clients manage risks, we have developed innovative tools and methods that identify, evaluate, control, and prevent ergonomic risks. Our tools and methods can be deployed through three different types of media -- paper, palm, or web technology. This allows companies to tailor the tools to their specific needs and technology comfort level. (I will discuss these tools and methods in an upcoming issue of Priority Press.)
-
Deploy effective improvement solutions. A leading ergonomics solution eliminates or decreases ergonomic risk factors (i.e. reduces the risk level). Solutions that do not decrease risk are a waste of time and money. Take care to avoid voodoo ergonomic gadgets and solutions. These products are aimed at reducing injuries by being ergonomically-designed. Most are based on limited ergonomic science and do not have data to back up their claims (kind of like the latest power exerciser designed to get you that flat, washboard stomach).
To deploy effective solutions, follow these steps:
1) Define the problem;
2) Measure the problem (how bad is it);
3) Analyze potential solutions;
4) Predict the effectiveness of solutions;
5) Implement solutions; and
6) Verify the effectiveness of solutions.
These steps follow the continuous improvement models of Plan, Do, Check, and Act (PDCA) or the Six Sigma Define, Measure, Analyze, Improve, and Control (DMAIC) methodology. Using this approach EORM Ergonomists were able to demonstrate a 75% reduction in ergonomic risk and a $240,000 savings in manufacturing costs at one of our client sites.
-
Integrate ergonomics into operational excellence initiatives. The best way to demonstrate the value of ergonomics is to integrate it into high-level company initiatives, such as Lean Manufacturing and Six Sigma. Since the business value of these initiatives is recognized by executive management, they are given the high-level attention, commitment, resources, and budgets necessary to succeed. Integrating ergonomics into these initiatives not only reduces risk, but also can have a substantial impact on human performance and process efficiency. By eliminating non-value added (i.e., wasted) motions that increase risk and cycle time, EORM ergonomists were able to demonstrate a 37% reduction in cycle time and a $498,000 increase in production potential at one of our client sites.
-
Demonstrate the value to business leadership. This is often a challenge for most companies, especially those that have few injuries or have had little success in reducing their injuries. A leading ergonomics program demonstrates value by improving business performance through optimization of human capital. Evaluating the effects of poor workplace design on performance will allow you to demonstrate how ergonomic solutions can reduce risk and injuries as well as increase production potential and labor savings. An EORM client recently said, “Implementation of ergonomic solutions across all our sites is our $100 million opportunity.”
And Finally…
For ergonomics to be considered a business necessity, its value needs to be demonstrated in terms that are understandable to business leaders. Positioning ergonomic initiatives as a means to save money by improving the quality, cost, delivery, safety, and morale of a corporation, helps to leverage ergonomics into a position of higher value. People are the most important asset of a business – designing work based on human capabilities is a must for every corporation.
Stay tuned for next quarter’s issue of Priority Press, when this column focuses on Injury Prevention through Objective Risk Assessment. If you have questions, comments, or need some help with your company’s ergo program, send me an email at zavitzb@eorm.com.
Ergonomically Yours,
Ben Zavitz, CPE
EORM, Inc.
tel: 781.938.9152 ext 106
More Information:
- Contact an EORM consultant to learn how our services will benefit your company.
- View the current issue of Priority Press.
- View previous issues of Priority Press.
- Subscribe to Priority Press.
- Send us your comments or suggestions.