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Topic: Ergonomics - Best Practices

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Ergonomics Return on Investment, Winnie Ip, Jennie Gober and Walt Rostykus

Ergonomic programs often lack resources: people, time and money. Part of the problem is demonstrating the financial return of ergonomic improvements and ergonomic programs. •OSH professionals can measure the value of improved workplace ergonomics in more ways than the traditional reduction of injury costs. Improved productivity, quality and employee retention can provide greater returns. •This article shares various models of cost justification and the elements of determining the return on investment, and provides guidance on the investment and results data needed to calculate the return.


Five Steps to Getting Buy-In for Your Ergonomics Process, James Mallon

Human-centered workplace design is not complex. We just need to know the limits of human strength and movement, understand the perceptual preferences humans have, and apply this knowledge to the design of machines, material flow, and methods. This cohesion will create work environments that match human capability and ultimately enhance their performance.


779 Lightening the Load: Ergonomic Solutions that Reduce Patient Lifting Injuries, Elise Condie and Jessica Ellison

This article will review the challenges healthcare organizations face in achieving significant and long-lasting reductions in injury rates, and will articulate the culture shift that needs to occur in order to implement a successful safe patient handling program. We will also present several case studies demonstrating how some hospitals are successfully making this culture shift and tackling the challenge of training staff on new equipment and procedures.


726 Construction and Ergonomics equals A Non-Traditional Focus for a Top 20 U.S. Contractor, Heather Crawford, John A. Neil and Steve E. Thomas

The Walsh Group has practiced general building construction since its foundation in 1898 by Matthew Myles Walsh. Currently in its fourth generation of leadership, the firm has been a family-held business since that time. In order to facilitate national expansion efforts, Walsh Construction was incorporated in 1949, and Archer Western was incorporated in 1983. Each company has experience with a wide variety of building, civil, and transportation sectors including: wastewater and water treatment plants, rapid transit, highway and bridgework, educational facilities, warehouse/distribution facilities, athletic facilities, correctional facilities, office, design-build, and more. The greatest concern is the safety of our workforce.


705 Technology & the "Ergo Hour," Managing Ergonomics at a Multinational Organization, Daniel P. Johnson and Jeremy Wilzbacher

This paper focuses on how BorgWarner and AON Global Risk Consulting have partnered to ensure all BorgWarner global operations can benefit from collaboration and access to subject matter experts in a cost effective, efficient manner, turbo-charging ergonomic improvements worldwide.


680 America's Changing Work Force: Ramifications for Ergonomic Modeling, Richard Sesek, Ruoliang Tang, Celal Gungor and Jerry Davis

Generally, this diversity includes workers with different anthropometry (size, shape), capabilities, work experiences, and ethnicities. More importantly, the workforce is also aging and becoming heavier. However, the impact of aging and obesity is typically not considered in traditional ergonomic modeling. This paper explores the potential impact of these factors and proposes several ways to factor these characteristics into ergonomic models.


630 Five Critical Elements for Managing an Ergonomics Program, Winnie Ip and Walt Rostykus

The long-term success of a company’s ergonomics program is dependent upon a well -established foundation endorsed by leadership. Too many organizations have launched an ergonomics program without a strong foundation, only to have it “fizzle” when the business climate and direction change, or when key leaders change. Failure to start a program effectively results in loss of credibility and trust by employees and management, and wasted resources. We’ve identified key elements of successful and sustained ergonomic s programs and summarize the top five in this paper.


604 Psychophysical and Demographic Changes Require Rethinking Ergonomic Strategies, James G. Borchardt and Sang D. Choi

The process of researching the interaction of physical, psychological and demographic characteristics of workers and the work environment in order to develop good practices can take decades. Preliminary research done in recent years suggests the characteristics and demographics of today’s workers have changed significantly and the conclusions, assessment tools and good practices are lagging behind those changes. A new strategy which the authors call "Ergonomic Action Level (EAL)" is needed so good practices anticipate the demographic makeup & psychophysical capacity of today’s workers and are designed into today’s worksites using Prevention through Design (PtD) techniques.


563 Ergonomics Successes in Setting Up the New F-35 Production Line, Jessica Waller, Richard McCain and Dan MacLeod

The Lockheed-Martin facility in Fort Worth is the primary assembly plant for the new F-35 stealth fighter. The operation represents the largest defense procurement program in history and the aircraft is essentially the most complex product ever built in mass production. The size and requirements of the production operation provides a testing ground for new ergonomics technology. This paper provides an overview of initial activity.


535 Conducting Risk Assessments on Ergonomic Exposures, Brendan Moriarty and Gregory B. Griffith

The Risk Assessment approach to ergonomics develops specific criteria to manual material handling and repetitive jobs, which can be used to evaluate existing job activities before an injury occurs and evaluate new jobs as they are being considered. The paper focuses on how two companies used an ergonomic risk assessment approach to evaluate jobs and tasks that had caused costly musculoskeletal disorders and on other jobs that presented potential ergonomic risk factors. These companies used a traditional ergonomic analysis program in the past such as Job Safety Analysis but had little success in selling management that a problem existed and that ergonomic controls were necessary to reduce the identified exposures.


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