Elements of Ergonomics Programs A Primer Based on Workplace Evaluations of Musculoskeletal Disorders

The ergonomics committee at a plant that manufactured pistons and piston sleeves asked NIOSH to conduct an ergonomics evaluation to further their efforts at reducing cases of musculoskeletal disorders. This committee had been formed as a result of contract negotiations with the local union and in recognition of excessive cases of musculoskeletal disorders and increased production demands. The committee consisted of one hourly and one salaried person from each of six plant departments, one industrial engineer, three manufacturing engineers, three department superintendents, and one secretary, who provided input on office ergonomics. The plant manager chaired the committee, which met for 1 to 2 hours each month. Education and training in ergonomics were provided through viewing videotapes and reading literature received from the State safety councils. Selected workers in the plant workforce also viewed this material.

The committee focused on problem areas identified through examining safety logs, talking with the equipment operators, and observing job operations. Linkages between injury patterns, operator reports, and observations served to target major problem areas for priority attention. In one instance, a cluster of upper-limb problems was reported by the milling machine operators who had to open and close the machine doors manually for each piston sleeve being milled. The committee decided to install automatic door openers and closers. Workers suggested these and other ergonomic solutions to apparent problems, and the controls were fabricated in the plant's maintenance department. However, because of their limitations in addressing the less obvious ergonomic problems, the committee asked for NIOSH assistance.

NIOSH recommended specific control measures on the basis of its investigators' observations and acknowledged the need for more on-site training of workers in recognizing ergonomic hazards and risks of musculoskeletal injury in their jobs. In light of the plant safety data and observations of job operations, guidance was offered to create a more proactive effort in preventing WMSDs. A limitation of the committee approach used in this plant was that most of the input came from management. Their preoccupation with production demands could override the time and effort needed to resolve job tasks presenting risks of WMSDs. On the other hand, the committee benefited from their increased knowledge and experience in dealing with ergonomic hazards. One result was that decisions about future procurements of machines and proposed changes in manufacturing processes were to include ergonomic considerations [HETA 94–0040–2496].