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Exoskeleton Technology: Making Workers Safer and More Productive, Terry Butler

This article discusses the use of exoskeleton technology to ergonomically reduce shoulder overexertion in employees who extend and raise their arms. •It presents some potential benefits and safety challenges of using such technology to simultaneously protect workers and increase productivity. •The benefits presented are quantified from real-life field testing conducted at a large manufacturing facility and should help the reader understand the level of testing and research necessary to properly evaluate an exoskeleton technology before introducing it into a workplace.

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Ergonomics Program Benchmarking Aon 2015 Safety Management Survey, Rachel Michael and Scott Smith

What does an ergonomics program look like in your organization? Do you have one? See how other organizations structure their ergonomics program and metrics in this free report. Aon surveyed ergonomics and health and safety professionals on the function and effectiveness of Ergonomic programs, including the following: • Who is responsible for ergonomic programs? • What is driving ergonomic efforts? • What is the experience with third-party vendors? • What metrics are being used and are they effectively measuring efforts and success?

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OSHA Standards Why Do They Take So Long?, Jim Maddux

OSHA staff members are often asked, “Why do standards take so long?” In fact, as the saying goes, if I had a few dollars for each time I have been asked this question, I would be rich. OSHA is a complex agency involved in various types of work. OSHA staff inspect workplaces; set enforcement policy; issue guidance; maintain current web pages; develop and deliver training; administer voluntary programs such as partnerships, alliances and the Voluntary Protection Programs; conduct oversight of state OSHA programs, consultation agencies and education centers; and manage and administer in the federal government bureaucracy. The main reason that OSHA standards take so long is because the regulatory process is designed to be slow and deliberate.

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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.

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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.

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Safety 2015 Proceedings, ASSE

ASSE Safety 2015 Proceedings.

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Safety 2014 Proceedings, ASSE

ASSE Safety 2014 Proceedings.

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761 Finding Answers Using the ASSE Body of Knowledge, Ann E. Schubert

The American Society of Safety Engineers (ASSE) offers assistance to both safety professionals and employers of safety professionals through its on-line resource the Body of Knowledge. This powerful tool helps users identify best practices to better protect people, property, and the environment. For professionals in the field seeking resources and guidance, the Body of Knowledge includes checklists, technical papers, presentation information, training material, and program outlines in a variety of formats including web links, Word documents, PDFs, PowerPoint slides, and videos.

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611 OSHA's General Duty Clause: A Guide to Enforcement and Legal Defenses, Adele L. Abrams

The General Duty Clause (GDC), Section 5(a)(1) of the Occupational Safety and Health Act of 1970, was intended to serve as a “gap filler” to address recognized hazards that the Occupational Safety and Health Administration (OSHA) has not yet regulated. To establish a violation of the GDC, the Secretary of Labor must prove: (1) that the employer failed to render its workplace free of a hazard which was (2) “recognized” and (3) causing or likely to cause death or serious physical harm and (4) that feasible means exist to free the workplace of the hazard.

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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.

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What is the BOK?

The Body of Knowledge project is dedicated to creating a living reference that represents the collective knowledge of the Safety, Health and Environmental profession. While the preliminary work has begun, there is still more to do. The purpose of this website is to introduce subject areas that will eventually be part of the Body of Knowledge, and to gather feedback on the future direction, and ongoing assessment of what needs to be completed.

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