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

In 1992, NIOSH commissioned three case studies to demonstrate the efficacy of using "ergonomics teams" in addressing hazards in meatpacking plants. The studies, conducted at three different sites, depicted a variety of contexts and opportunities for observing the merits of this form of worker involvement. The studies showed the following:

• Sustained participatory efforts in ergonomics problem solving require strong in-house direction and support plus significant staff expertise in both team building and ergonomics. In one of the three cases in which the effort was largely driven by an outside investigator, there were indications the program would not be sustained.

• Accomplishments, in terms of number of tasks or jobs analyzed and solutions offered and implemented, were most apparent in those cases showing significant training efforts in both team building (group techniques in task analyses, interpersonal processes, developing consensus) and ergonomics (defining risk factors related to musculoskeletal disorders and techniques for job analyses). The case indicating the least progress had limited formal training in ergonomics and used the team simply to brainstorm possible solutions to problems without much other background preparation.

• Most team progress was evident if teams were kept small and included production workers engaged in the jobs under study, area supervisors, and maintenance and engineering staff who could effect proposed job improvements. In two cases, higher personnel served on second-level groups providing oversight to the team activities and approval of actions as needed.

• Team members in the three case studies shared information (injury and production data) bearing on job problems. In addition, reports about the teams' objectives, progress, and accomplishments were circulated to keep the plant workforce informed. Problem-solving goals, as established by the teams, took more time than anticipated to attain. More realistic goals may need to be set [Gjessing et al. 1994].

Note: In two of the three plants in which these case studies were conducted, worker members were chosen by the unions to serve on the work team. The formation of these teams did not violate the existing collective bargaining process.