Ergonomics Developing An Effective Process

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ErgonomicsDeveloping An Effective Process
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Objectives

• Understand the elements that can be used to
  develop an effective ergonomics process
• Discuss methods for getting commitment from
  people at all levels in the organization
• Outline strategies for developing an ergonomics
  team and written plan.
• Increase awareness of key considerations and
  resources for all process elements.

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Process versus Program

• Process
• Natural
• Benefit driven
• Interdependent
• Dynamic
• Participatory
• On-going

• Program
• Contrived
• Mandate driven
• Independent
• Static
• Controlled
• Implied ending

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What characteristics help to make a process
effective?
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What characteristics help to make a process
effective?

• Commitment
• Involvement
• Responsibility
• Communication
• Accountability
• Monitoring
• Integration
• On-going Improvement

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Lets Play
ERGOMANIA
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Choose The Best Answer To The Following Questions
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What Is Ergonomics ?

• A) Selecting the right person for the job so
  injuries are less likely to occur.
• B) Fitting jobs and job demands to the
  capabilities/limitations of the population.
• C) A communist plot to make the American people
  weaker.
• D) Using common sense to make jobs easier.

ERGOMANIA
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What Is Ergonomics ?

• A) Selecting the right person for the job so
  injuries are less likely to occur.
• B) Fitting jobs and job demands to the
  capabilities/limitations of the population.
• C) A communist plot to make the American people
  weaker.
• D) Using common sense to make jobs easier.

ERGOMANIA
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A Major Goal Of Ergonomics Is

• A) Reduce the frequency of injuries/illnesses and
  costs associated.
• B) Design jobs so the average person can do them
  safely and efficiently.
• C) Automate all jobs that require lifting and
  repetitive motion.
• D) Confuse and frustrate people with complicated
  formulas and charts.

ERGOMANIA
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A Major Goal Of Ergonomics Is

• A) Reduce the frequency of injuries/illnesses and
  costs associated.
• B) Design jobs so the average person can do them
  safely and efficiently.
• C) Automate all jobs that require lifting and
  repetitive motion.
• D) Confuse and frustrate people with complicated
  formulas and charts.

ERGOMANIA
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Potential benefits of an ergonomics process
include

• A) Improves employee safety and health,
  productivity, and quality
• B) Fosters an environment of teamwork and
  continuous improvement
• C) Makes employees think that management cares
  about them
• D) All of the above

ERGOMANIA
13
Potential benefits of an ergonomics process
include

• A) Improves employee safety and health,
  productivity, and quality
• B) Fosters an environment of teamwork and
  continuous improvement
• C) Makes employees think that management cares
  about them
• D) All of the above

ERGOMANIA
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The principles of Ergonomics are derived from

• A) The political agenda of bleeding heart
  liberals
• B) Various sciences including anthropometry and
  biomechanics
• C) Regulation-happy government agencies that have
  nothing better to do
• D) All of the above

ERGOMANIA
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The principles of Ergonomics are derived from

• A) The political agenda of bleeding heart
  liberals
• B) Various sciences including anthropometry and
  biomechanics
• C) Regulation-happy government agencies that have
  nothing better to do
• D) All of the above

ERGOMANIA
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On Average, Back Injuries Account For
Approximately

• A) 10 of all lost-time injuries.
• B) 25 of all lost-time injuries.
• C) 50 of all lost-time injuries.
• D) 75 of the workers compensation cases under
  investigation by the fraud department.

ERGOMANIA
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On Average, Back Injuries Account For
Approximately

• A) 10 of all lost-time injuries.
• B) 25 of all lost-time injuries.
• C) 50 of all lost-time injuries.
• D) 75 of the workers compensation cases under
  investigation by the fraud department.

ERGOMANIA
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CTD stands for

• A) Carpal Tunnel Disease
• B) Cumulative Trauma Disorder
• C) Completely and Totally Disabled
• D) Call The Doctor

ERGOMANIA
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CTD stands for

• A) Carpal Tunnel Disease
• B) Cumulative Trauma Disorder
• C) Completely and Totally Disabled
• D) Call The Doctor

ERGOMANIA
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On average, upper extremity CTDs account for

• A) less than 10 of all lost-time injuries
• B) between 10 and 20 of all lost-time injuries
• C) between 20 and 30 of all lost-time injuries
• D) 75 of the workers compensation cases under
  investigation by the fraud department

ERGOMANIA
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On average, upper extremity CTDs account for

• A) less than 10 of all lost-time injuries
• B) between 10 and 20 of all lost-time injuries
• C) between 20 and 30 of all lost-time injuries
• D) 75 of the workers compensation cases under
  investigation by the fraud department

ERGOMANIA
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Carpal Tunnel Syndrome is

• A) An irritation of one of the nerves that passes
  through the wrist
• B) An injury to the tendons of the wrist
• C) A cumulative condition that develops mainly in
  women who type a lot
• D) A work-related injury that just happened to
  surface when video games and remote controls were
  invented

ERGOMANIA
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Carpal Tunnel Syndrome is

• A) An irritation of one of the nerves that passes
  through the wrist
• B) An injury to the tendons of the wrist
• C) A cumulative condition that develops mainly in
  women who type a lot
• D) A work-related injury that just happened to
  surface when video games and remote controls were
  invented

ERGOMANIA
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The OSHA ergo standard would have made companies

• A) Analyze and improve all jobs
• B) Analyze and improve jobs where MSDs have
  occurred
• C) Waste a lot of money on expensive consulting
  and training services
• D) Outsource jobs or move operations to another
  country

ERGOMANIA
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The OSHA ergo standard would have made companies

• A) Analyze and improve all jobs
• B) Analyze and improve jobs where MSDs have
  occurred
• C) Waste a lot of money on expensive consulting
  and training services
• D) Outsource jobs or move operations to another
  country

ERGOMANIA
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The Three Major Occupational Risk Factors For
CTDs Are

• A) Repetition, Force, and Posture
• B) Work ethic, Experience, and Attitude
• C) Gender, Age, and Medical History
• D) Labor Unions, Lawyers, and Poor
  Labor/Management Relations

ERGOMANIA
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The Three Major Occupational Risk Factors For
CTDs Are

• A) Repetition, Force, and Posture
• B) Work ethic, Experience, and Attitude
• C) Gender, Age, and Medical History
• D) Labor Unions, Lawyers, and Poor
  Labor/Management Relations

ERGOMANIA
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Proactive Methods To Identify Risk For CTDs
Include

• A) Reviewing OSHA 200 logs, medical records, and
  workers comp data.
• B) Calculating absentee/turnover rates.
• C) Observing employees, analyzing jobs, and using
  symptoms surveys.
• D) Conducting pre-employment physicals, drug
  screening, and background checks.

ERGOMANIA
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Proactive Methods To Assess Risk For CTDs Include

• A) Reviewing OSHA 200 logs, medical records, and
  workers comp data.
• B) Calculating absentee/turnover rates.
• C) Observing employees, analyzing jobs, and using
  symptoms surveys.
• D) Conducting pre-employment physicals, drug
  screening, and background checks.

ERGOMANIA
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A good example of an ergonomic modification is

• A) Hiring people who are young, strong, and dont
  complain
• B) Providing equipment that helps to reduce the
  need for manual lifting
• C) Providing back support belts for jobs that
  require lifting
• D) Removing twinkies and pork rinds from the
  vending machines

ERGOMANIA
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A good example of an ergonomic modification is

• A) Hiring people who are young, strong, and dont
  complain
• B) Providing equipment that helps to reduce the
  need for manual lifting
• C) Providing back support belts for jobs that
  require lifting
• D) Removing twinkies and pork rinds from the
  vending machines

ERGOMANIA
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The Ohio Bureau of Workers Compensation is most
like

• A) An insurance company
• B) The Occupational Safety and Health
  Administration (OSHA)
• C) Welfare
• D) All other government agencies that just keep
  wasting my tax dollars

ERGOMANIA
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The Ohio Bureau of Workers Compensation is most
like

• A) An insurance company
• B) The Occupational Safety and Health
  Administration (OSHA)
• C) Welfare
• D) All other government agencies that just keep
  wasting my tax dollars

ERGOMANIA
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The best way to sell ergonomics to top management
is by

• A) Convincing them that government regulations
  are inevitable
• B) Sending them information and hope that they
  realize it is just the right thing to do
• C) Threatening them with unionization or writing
  protections into the contract
• D) Providing cost/benefit studies that show how
  it will improve the bottom line

ERGOMANIA
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The best way to sell ergonomics to top management
is by

• A) Convincing them that government regulations
  are inevitable
• B) Sending them information and hope that they
  realize it is just the right thing to do
• C) Threatening them with unionization or writing
  protections into the contract
• D) Providing cost/benefit studies that show how
  it will improve the bottom line

ERGOMANIA
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Ergonomics Process Flow Chart
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Ergonomics Process Flow Chart

• Identifies the various steps and typical order in
  which they should be developed
• Each box in the flow chart represents an element
  that should be considered
• Depending on your organization, you may not have
  to implement every step or address them in this
  exact order

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How do you currently respond to potential
ergonomic hazard?

• Ignore it and hope nothing happens
• Stop and offer assistance, and leave it at that
• Stop and ask the employee or supervisor more
  about the job and the hazard
• Report the issue to the ergo/safety team or
  coordinator and hope they take care of it
• Report the issue to the ergo/safety team or
  coordinator and check for follow-through

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Obtain Top Management and Union Commitment

• Top management and the union must collectively
  agree to support and commit to the ergonomics
  process.
• Top management and union leadership should have
  joint meeting(s) to discuss the ergonomic
  process and its components.

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What are the key selling points for the following
groups?

• Owners/shareholders
• Top management
• Department managers
• Engineers
• Maintenance
• Supervisors
• Hourly employees

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Group Activity
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Scenario II
Bill Gates

• You are the Top Management at your company. Your
  Safety Director wants to initiate an ergonomics
  process.
• What kind of information do you as Top Management
  need to know before you can make a decision?

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Resources and Support needed from Top Management

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Executive Summary (app. A-1)

• A tool that is used to inform and/or sell the
  ergonomics process.
• Outlines the intent of the ergonomic process and
  identifies expected outcomes of implementing a
  process.

Appendix A-1
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Tools to help show support and commitment to the
Process

• Letter of commitment (Appendix A-2)
• Memorandum of understanding (Appendix B-1)

Appendix A-2, B-1
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Top Management And Union Commitment

• If top management and/or the union is not willing
  to commit to the ergonomics process we
  recommended that you POSTPONE your efforts until
  a firm commitment can be agreed upon by both
  parties.

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Bottom Line

• Top Management needs cost benefit information
  before they can support an Ergonomics Process.

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Cost And Benefits Associated With An Ergonomics
Process
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Costs of Developing an Ergonomics Process

• Process Costs

• Project Costs

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Costs of Developing an Ergonomics Process

• Process Costs
• Team Meetings
• Team Training
• Employee Training
• Materials and Forms
• Equipment for Analysis and Documentation
• Medical management consultation

• Project Costs
• Analysis/Research
• Engineering
• Equipment Purchase
• Installation
• Maintenance
• Training
• Production disruption

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Materials and Tools for Ergo Process Development

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Materials and Tools for Ergo Process Development

• Camcorder
• Digital Camera
• Tape Measure
• Push/Pull Gage
• Job Assessment Forms
• Assessment software
• Design Guidelines
• Reference Materials

• Bulletin Board
• Suggestion Forms
• Training Videos
• Handout Materials

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What Are The Benefits Of An Ergonomics Process ?
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Benefits Of An Ergonomics Process
Benefits Reduced Turnover Reduced Recruiting and
Training Costs Reduced Absenteeism Increased
Productivity Reduced Re-Work Scrap Increased
Wages/Benefits Reduced Injuries/Comp Cost Better
Morale Team Work
Costs
Ergonomics Process
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The Cost Of Injuries

• The direct cost of an injury includes the medical
  and indemnity costs
• Indirect costs of injuries are usually 1 to 4
  times as much as the direct costs

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(No Transcript)
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Indirect Cost Multiplier

• If Direct Injury Cost is
• 0 - 2,999
• 3,000 - 4,999
• 5,000 - 9,999
• 10,000 or more

• Multiply by
• 4.5
• 1.6
• 1.2
• 1.1

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Example of Total Injury Cost Calculation

• Assume an injury has a direct cost of 9,000
• Estimated indirect cost Direct Cost x
  Multiplier
• 9,000 x 1.2
• 10,800
• Direct Cost Indirect Cost Total Cost of
  Injury
• 9,000 10,800 19,800

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A Better Way to Express the Costs of Injuries

• To calculate an incidents impact on your
  profitability, you should use your profit margin
  to determine the amount of sales required to pay
  for the incident.

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Determining Impact of Injuries On Profitability

• 1) Divide your total profits by total sales to
  get your profit margin.
• Total profits Profit Margin
• Total Sales
• 2) Divide the total cost of an injury/illness by
  your profit margin to determine how much sales
  your company must generate to pay for
  injury/illness.
• Total Cost of Injury/Illness Sales required
  to pay for Profit Margin injury/illness

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Impact On Profitability Example

• The total profits for a company is 1,000,000
  with the total sales volume being 25,000,000.
  The profit margin for the company is
• Total Profits Profit Margin 1,000,000 .04
• Total Sales 25,000,000

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Impact On ProfitabilityExample (Continued)

• What sales amount is required to pay for one
  3,000 dollar carpal tunnel syndrome?
• Total Cost of an Injury/Illness Sales to pay
  for an injury/illness
• Profit Margin
• 3,000 75,000 in sales required
• .04

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U.S. General Accounting Office Study Results
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Cost Reduction/ Case Studies

• Navistar - 1.4 Million (1993)
• Truck Assembly - 4,000 employees (Ohio)
• Reduced to 544,000 (1996)
• SOCHS - 100,000 (1994)
• Nursing Center - 780 employees (Maine)
• Reduced to 70,000 (1996)
• Texas Instruments - 2.6 Million (1991)
• Defense/Electronics - 2,800 employees (Texas)
• Reduced to 244,000 (1996)

U.S. GAO Study Results
65
Cost Reduction/ Case Studies Continued...

• American Express Financial Advisors - 484,000
  (1992)
• Financial planning/investment - 5,300 employees
  (Minnesota)
• Reduced to 98,000 (1996)
• AMP Inc. - 73,000 (1993)
• Electronic Assembly - 300 employees
  (Pennsylvania)
• Reduced to 28,000 (1996)

U.S. GAO Study Results
66
Benefits Average per CTD Claim
21946
9123
9518
6601
5322
4860
2512
2469
3014
1685
U.S. GAO Study Results
67
To Receive a Copy of the GAO Study

• Call US General Accounting Office or access their
  website
• Report GAO/HEHS-97-163
• phone [phone]
• www.gao.gov

U.S. GAO Study Results
68
Form Ergonomics Team
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Team Structure

• Steering/Advisory Group role (p. 9)
• In general, most teams are comprised of 6-10
  members.
• Some teams have an open seat or sub-teams.

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Who Should Serve On The Ergonomics Team ?
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Potential Ergonomic Team Members ( see page 11)

• Facility or Operations Manager
• Union Representative
• Supervisors
• Hourly Employees
• HR/Personnel Director

• Engineers/Facilities Planning
• Maintenance Personnel
• Plant Safety Representative
• Health Care Provider
• Purchasing Personnel

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How Do You Solicit Volunteers To Serve On The
Ergonomics Team ?
OH PICK ME PICK ME
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Solicit Volunteers

• Criteria for soliciting and choosing ergonomic
  team members should be created.
• Desirable qualifications and characteristics
  might include

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Ergonomics Team Members

• Consider using an application form to solicit
  volunteers (sample form located in Appendix
  H-4).
• Prospective Ergonomic team members must be
  solicited and asked to serve on the team on a
  voluntary basis, they should not be mandated to
  serve on such a team.

Appendix H-4
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ERGOMANIA
Round 2
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A Management Responsibility In The Ergonomics
Process Is

• A) Deny all back injury and cumulative trauma
  claims.
• B) Define responsibilities and hold people
  accountable for ergonomics.
• C) Make people afraid to report symptoms.
• D) Eliminate all lifting and repetition from jobs.

ERGOMANIA
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A Management Responsibility In The Ergonomics
Process Is

• A) Deny all back injury and cumulative trauma
  claims.
• B) Define responsibilities and hold people
  accountable for ergonomics.
• C) Make people afraid to report symptoms.
• D) Eliminate all lifting and repetition from jobs.

ERGOMANIA
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One Supervisor Responsibility In The Ergonomics
Process Is

• A) Discipline people who dont lift properly or
  use good body mechanics.
• B) Encourage workers to promptly report aches and
  pains and suggestions.
• C) Convince associates not to worry about things
  like back pain and wrist pain because they
  usually just go away.
• D) Avoid mentioning words like ergonomics and
  carpal tunnel syndrome.

ERGOMANIA
79
One Supervisor Responsibility In The Ergonomics
Process Is

• A) Discipline people who dont lift properly or
  use good body mechanics.
• B) Encourage workers to promptly report aches and
  pains and suggestions.
• C) Convince associates not to worry about things
  like back pain and wrist pain because they
  usually just go away.
• D) Avoid mentioning words like ergonomics and
  carpal tunnel syndrome.

ERGOMANIA
80
One Employee Responsibility In The Ergonomics
Process Is

• A) Promptly report concerns and suggestions to
  supervisors.
• B) Always use the squat lift technique.
• C) If your back starts to hurt, go to the store
  and get a back support belt.
• D) Resist any changes to the way the job has
  always been done.

ERGOMANIA
81
One Employee Responsibility In The Ergonomics
Process Is

• A) Promptly report concerns and suggestions to
  supervisors.
• B) Always use the squat lift technique.
• C) If your back starts to hurt, go to the store
  and get a back support belt.
• D) Resist any changes to the way the job has
  always been done.

ERGOMANIA
82
Ways To Get All Employees Involved In An
Ergonomics Process Are

• A) Tell a few employees and ask them to spread
  the word.
• B) Use cash rewards and incentives.
• C) Through frequent communication and involvement
  opportunities.
• D) Through coersion and intimidation.

ERGOMANIA
83
Ways To Get All Employees Involved In An
Ergonomics Process Are

• A) Tell a few employees and ask them to spread
  the word.
• B) Use cash rewards and incentives.
• C) Through frequent communication and involvement
  opportunities.
• D) Through coersion and intimidation.

ERGOMANIA
84
Decisions That An Ergonomics Team Should Make
During Formation

• A) When, where, and how often the team will meet.
• B) Who will be on the team and what are each
  persons responsibilities.
• C) How to communicate information throughout the
  organization.
• D) All of the above

ERGOMANIA
85
Decisions That An Ergonomics Team Should Make
During Formation

• A) When, where, and how often the team will meet.
• B) Who will be on the team and what are each
  persons responsibilities.
• C) How to communicate information throughout the
  organization.
• D) All of the above

ERGOMANIA
86
Important Criteria For Ergonomics Team Members To
Possess Are

• A) Superior knowledge and technical skills
  
• B) Avoids challenging company policies and
  established norms
• C) Good communication skills and ability to work
  with others
• D) Is the brother of the CEO

ERGOMANIA
87
Important Criteria For Ergonomics Team Members To
Possess Are

• A) Superior knowledge and technical skills
• B) Avoids challenging company policies or
  established norms
• C) Good communication skills and ability to work
  as a team player
• D) Is the brother of the CEO

ERGOMANIA
88
Improvement Projects Should Be Prioritized Based
On

• A) The number of people that will be affected by
  the change.
• B) The frequency and cost of injuries in the
  operations.
• C) The cost and ease of making the modifications.
• D) Any of the above.

ERGOMANIA
89
Improvement Projects Should Be Prioritized Based
On

• A) The number of people that will be affected by
  the change.
• B) The frequency and cost of injuries in the
  operations.
• C) The cost and ease of making the modifications.
• D) Any of the above.

ERGOMANIA
90
An Effective Ergonomics Process Is Characterized
By

• A) Posters and training classes that show people
  how to use good posture and body mechanics.
• B) Elimination of all manual work .
• C) Continuous improvements that make jobs safer
  and more efficient.
• D) A system for rotating workers to various jobs.

ERGOMANIA
91
An Effective Ergonomics Process Is Characterized
By

• A) Posters and training classes that show people
  how to use good posture and body mechanics.
• B) Elimination of all manual work .
• C) Continuous improvements that make jobs safer
  and more efficient.
• D) A system for rotating workers to various jobs.

ERGOMANIA
92
Ways To Keep All Employees Informed Of The Team
Progress

• A) Encouraging informal discussions between
  employees and team members.
• B) Posting meeting minutes and project logs on
  bulletin boards.
• C) Company newsletter
• D) All of the above

ERGOMANIA
93
Ways To Keep All Employees Informed Of The Team
Progress

• A) Encouraging informal discussions between
  employees and team members.
• B) Posting meeting minutes and project logs on
  bulletin boards.
• C) Company newsletter
• D) All of the above

ERGOMANIA
94
Blueprint For Success (appendix D-1)

• The Blueprint is a summary of steps that should
  be followed when writing an ergonomics plan
• The examples are intended to provoke discussion
  and guide the team or organization through the
  process
• The written plan should be a fluid document
  meaning that as process improvements are
  developed, it should be updated

Appendix D
95
Steps 1 and 2 - Develop a Mission Statement and
Goals

• Keep it brief
• Consider short term and long term goals
• Be ambitious, but also realistic
• Be specific
• Define activities, not just outcomes
• Communicate it

96
Tools and Resources for Defining Mission and
Goals

• Organizational values and mission
• OSHA ergonomics guidelines
• Ergonomic implications from compliance with other
  regulatory agencies
• Statistics/Case studies/Success stories from
  others in industry (competitors)
• Perception survey
• OCOSH Course - GEN 127 - Winning Management
  Commitment

97
Steps 3 4 - Determine key members and
responsibilities

• Get management and labor representation
• Specify roles and responsibilities
• Define people who will serve as resources

98
Resources for Determining Roles and
Responsibilities

• Job descriptions/day-to-day responsibilities
• Performance evaluation criteria related to safety
  and ergonomics
• Team charter from other successful committees or
  projects
• Formal education and Training records

99
Steps 5 6 - Define Operating Rules, Format
Logistics

• Establish regular time, place, and format
• Determine how and what types of info will be
  communicated
• Determine where documentation will be kept

100
Tools and Resources for Developing Safety/Ergo
Teams

• OCOSH courses
• GEN 370 - Developing Safety Involvement Teams
• GEN 122 - Facilitating Safety Meetings
• University outreach programs
• Companies specializing in organizational
  development
• Facilitator training

101
Step 7 - Develop Training

• Determine specific training needs
• Consider in-depth training for team or
  coordinator
• Provide overview of process for entire staff
• Develop job-specific training for all

102
Resources for Ergonomics Training and Materials

• OCOSH Courses
• ERG 215 - Ergonomics for Office
• ERG 218 - Ergonomics Applied
• ERG 125 - Ergo and Safety for Healthcare
• Corporate and other Internal Resources
• Colleges and Universities
• Safety and Ergonomics Web Sites
• Ergonomics Consulting Firms
• Product Vendors

103
Blueprint Group Activity
104
Blueprint Group Activity

• You are an Ergonomics Team that will address the
  following steps from the Blueprint for Success to
  create your written program.
• Steps 1 2
• Steps 3,4,5, 6
• Step 7

Appendix D
105
Step 8 - Collect and Analyze Relevant Data

• Identify what is relevant and available
• Determine where it is and how to get it
• Avoid overanalyzing
• Look beyond the strains and sprains

106
Collect Analyze Trend/Historical Data

• What kind of data do you have to help identify
  and analyze injury trends?
• Where do you find the data?

Appendix E
107
Step 9 - Develop Guidelines for Prioritizing Jobs
and Issues

• Define key factors
• Determine ranking or weighting for factors
• Provide data collection forms and methods
• Use quantitative and qualitative data
• Provide for flexibility
• Build on successes

108
Tools for Outlining Prioritization Methods

• Perception surveys
• Cost data
• Symptoms surveys
• Ergonomics assessment software

109
Step 10 - Develop Procedures for Ergonomic Job
Analysis

• Develop standard data collection forms
• Determine appropriate assessment tools
• Use quantitative and qualitative data
• List of authorized/ recommended analysts

110
Resources for Ergonomic Hazard Assessment Tools

• NIOSH lifting guide - www.htec.com or
  www.industrialhygiene.com/calc/lift.html
• Snook Guidelines for Pushing or Pulling Force -
  www.htec.com
• State of Washington Risk Factor Checklists -
  www.lni.wa.gov/wisha/
• BWC Consultants - 1-800-OHIOBWC

111
Step 11 - Establish Process for Solution
Development

• Develop ad hoc project team structure
• Specify roles and responsibilities
• Identify resources for information, ideas, and
  products
• Provide cost/benefit estimating tools

112
Tools and Resources to Assist with Solution
Development

• Brainstorming
• Fishbone diagramming
• Success stories
• Outside consultants
• Vendors
• Industry/Trade groups
• EMPLOYEES!

113
Step 12 - Devise Procedures to Assist with
Approval Process

• Develop template for presenting proposal
• Provide suggested cost justification method and
  benchmark
• Offer pre-presentation review process
• List decision makers

114
Tools and Resources for getting approval for
projects

• In-house resources
• Success stories from others in industry
• Cost/Benefit formulas
• Compliance - Knowledge of other safety and health
  issues and requirements
• Success stories from other projects
• Grants

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Step 13 - Outline the Solution Implementation
Process

• Develop ad hoc project team structure
• Specify required steps and responsibilities
• Provide expected timeframes for steps
• Develop sign-off sheets and routing
• Outline means of communicating status

116
Tools and Resources to assist with Implementation
Process

• Action plan templates
• Input from people involved in similar types of
  projects
• Input from employees
• Communication

117
Step 14 - Develop Project Evaluation Techniques

• Define measurables
• Specify timeframes for follow-up
• Specify person(s) responsible
• Provide templates for documentation
• Develop procedure for follow-up on issues

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Tools and Resources for Project Documentation

• Comparison with Ergonomic guidelines
• Follow-up assessments
• Post-intervention surveys
• Bulletin boards
• Various electronic means
• Project documentation forms (appendix H)

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Step 15 - Develop Protocols for Medical Management

• Define symptoms and reporting process
• Institute transitional work policies
• Develop standard forms for all aspects
• Develop roles and responsibilities
• Communicate to all

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Resources for Medical Management Assistance

• Managed Care Organizations (MCOs)
• Transitional Work Developers
• Local Hospitals and Medical Centers
• Industrial Rehab Centers
• Appendix G

121
Step 16 - Outline Methods for Monitoring the
Overall Process

• Develop objective measures
• Focus on activities and outcomes
• Relate successes with organizational values and
  business pursuit
• Implement continuous improvement

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Tools for Monitoring the Ergonomics Process

• Use the Process Monitoring Checklist in Appendix
  H-26, to assess your company's current ergonomics
  process.

Appendix H-26
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Any Questions ?

• Thank You