Setting Up An Effective MSD Prevention Program(Final)

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  • STOP and poll the audience with the question. You can do it impromptu style or record it on a flip chart. This is an easy way for you to test the level of ergonomic knowledge of the people in the room and engage them.
  • Poll and engage the audience. Or if you want are really courageous you can launch Word and type it right into there while they throw out the ideas. Save the Word file and it becomes a take-away/follow-up piece you can email out to them after the session.
  • Tissue tolerance- all tissues have a threshold When force exceeds tissue tolerance, an injury can occur Can occur acutely or cumulatively over time.
  • MSD’s account for 42% of all lost time claims, and 50% of all lost time days Ontario lost time MSD’s cost Ontario workplaces hundreds of millions dollars in direct costs  billions of dollars in indirect costs
  • Click on the Excel icon.
  • Show websites It’s another way to pause and stimulate audience interaction. Ask how familiar they are with each area. Ask what positions in their company is responsible for knowing theses regulations/legislations.
  • We have animation options that can be set-up for this slide:
  • Ask how many of the companies supply their workers with gloves Then ask them what types of gloves and if they think they are good or bad for the worker in relation to effect on force. Present your slide (Grip Strength of Non-dominant hand is approximately 10% less then the dominant hand) Therefore more force is required when wearing gloves, than without
  • SNOOK- take moment to walk people through how to use them. Walk through online calculator as well
  • PRACTICAL GONIOMETER TIME
  • Nathan/Troy This is more speaking notes the previously slide than a necessary slide. There’s no added value to the presentation by having it as it’s own slide.
  • Hazard ID  Possible Hazard Controls  Possible negative impact from controls  Best Long term and short term controls  Implement controls
  • Rotate between jobs with different physical demands. i.e. overhead work alternated with waist level work
  • Onsite Training Ergonomic Hazards Body Mechanics/ Lifting technique Injury Prevention Employees usually respond better to outside source PDD VERY important that these documents are ACCURATE and DETAILED and OBJECTIVE. In-house may increase the “subjectivity” of the document Ergonomic Consultation Assistance with building the ergo program Assistance with prioritizing things Assistance with difficult ergonomic issues Ergonomic Design of workstations/ process General ergonomic guidance Ergonomic Assessment Once the team has prioritized jobs and identified high risk jobs Professional report giving Hazard ID Direction on how to alleviate / eliminate risk factors/ hazards Supporting documentation for decisions i.e.- making a case for automation, new equipment, workstation change, putting someone on modified duties, etc
  • Setting Up An Effective MSD Prevention Program(Final)

    1. 1. Setting up anEf fective MSD Prevention Program Presented by: Nathan Birtch
    2. 2. Session OutcomesToday’s focus: What is an MSD? Why a MSD Prevention Program? Getting Company Buy-in Basics of Ergonomics Setting up the Program Ensuring Success of Your Ergonomic ProgramYour Partner in Prevention
    3. 3. What is an MSD? Musculoskeletal Disorders (MSDs) – injuries / disorders that affect muscles, tendons, ligaments, nerves, discs, joints, etc. MSDs - linked to ergonomic hazards in the workplace Employers - required to make workers aware of MSD hazards and take ‘every precaution reasonable’ to protect workers from developing an MSD. ALL workplaces need to consider MSD prevention to avoid costly claimsYour Partner in Prevention
    4. 4. What is Ergonomics? Fitting the work and the work environment to the abilities of the worker to maximize safety, productivity and quality. Fitting the task to the worker, NOT fitting the worker to the task.Your Partner in Prevention
    5. 5. What Is Ergonomics?  Emphasis on reducing fatigue and stressors in the work environment  Generate “tolerable” work environments and conditions that don’t pose known danger to human health.Your Partner in Prevention
    6. 6. What are the goals of a MSD PreventionProgram?  Reduce or eliminate the human exposure to risk associated with work.  Reduce fatigue, strain  Remove/ reduce exposure to all hazards  Improve overall efficiency of workstation  Improve overall efficiency of work structureYour Partner in Prevention
    7. 7. Benefits of a MSD program Reduced injuries Save money Competitive Increased productivity Increased quality Increased morale Decreased injuries Optimize human capabilities, not maximizeYour Partner in Prevention
    8. 8. Ergonomical Hierarchy (Kroemer 2001) Tolerable- to generate tolerable working conditions Acceptable- to generate acceptable working conditions in accordance with current scientific knowledge. Optimal- to generate working conditions that achieve physical, mental, and social well being.Your Partner in Prevention
    9. 9. Tissue Tolerance
    10. 10. Getting Company Buy-in 2011 A Business Case for Ergonomics Ergonomic Foundations
    11. 11. The Impact of Industrial Trends Corporate Re-structuring Increased Technology Flexible and Lean Manufacturing Aging Workforce Increasing Female and Temporary Workers Social Responsibility Legislation MOL – MSD Blitz’s – Occuring NOW!Your Partner in Prevention
    12. 12. A Business Case For Ergonomics  On average, companies pay over $75,000 to every injured worker  This amount can reach over $250,000 if the employee is unable to return to work  MSD’s now represent over 50% of all work-related injuriesYour Partner in Prevention
    13. 13. MSD’s Costs Ontario WorkplacesYour Partner in Prevention
    14. 14. The Iceberg EffectDirect costs Wage Replacements Treatment Evaluations & examinations NEL/ FEL awards (if injury occurred prior to 1997)Indirect Costs Lost Productivity Replacement workers / training Accident investigation time Case management time Productivity/ Quality issuesIndirect costs – estimated to be 4 –7x’s the direct cost Your Partner in Prevention
    15. 15. Estimating Injury CostsTotal Cost = Direct Costs + Indirect CostsYour Partner in Prevention
    16. 16. Due Diligence – What is Required? 1. Comply with the Occupational Health & Safety Act 2. Employers must identify all foreseeable risks 3. Employers must address risksYour Partner in Prevention
    17. 17. Ergonomics Culture in OntarioYour Partner in Prevention
    18. 18. Benefits To Employer Benefits To Employee MSD Prevention Benefits
    19. 19. Learning the Basics of ErgonomicsErgonomic Foundations
    20. 20. Ergonomic Risk Factors at WorkAssociated with MSD’s The Big 3 + 1  Force  Awkward Postures  Repetition  +1 = Vibration Other: contact stress, environmental (noise, temperature), etcYour Partner in Prevention
    21. 21. Force Defined Strength or energy exerted or brought to bear i.e. lift/lower, push/pull, carry, grip  External Force vs. Internal Force Results from external loads Requires muscle effortYour Partner in Prevention
    22. 22. How Force Shows Up as a Risk Factor The weight of an object The force required to push/pull, activate, turn, etc Force applied to the human from an external force (i.e. kickback, etc)Your Partner in Prevention
    23. 23. Effect of Gloves on Force (Harkonen, 1993) 120% 100% 100% 81% 80% 74%Grip Strength 62% 60% 40% 20% 0% Bare Hands Rubber Cotton Heat Resistant
    24. 24. Tools SNOOK (Liberty Mutual Tables) Niosh http://www.ccohs.ca/oshanswers/erg onomics/niosh/calculating_rwl.htmlYour Partner in Prevention
    25. 25. Awkward Posture Extreme postures Non-extreme postures causing stress on tendons or other structures Non extreme postures causing reduction in tissue tolerance Static postures Non-neutral postures in combination with other risk factorsYour Partner in Prevention
    26. 26. Awkward Posture GoniometerYour Partner in Prevention
    27. 27. Fixed or Static Posture WorkStatic Dynamic Forces applied for 20  Contract / relax secs or longer, continuous forces should  Using many muscles not exceed 5% of for < 20 seconds maximum capacity (Suzanne Rodgers) When muscle contracted fully occludes blood supply to muscles contributing to decreased tissue toleranceYour Partner in Prevention
    28. 28. Repetition Defined Define Repetition  Number of times a task is performed in a given period of time  Tissue strain is experienced as a result of cumulative exposure Define Repetitiveness  No universal definitionYour Partner in Prevention
    29. 29. RepetitionResearch has defined repetition as: Cycle time less than 30 seconds; where the cycle time is the time to do one operation or Cycle time for a full task (including rest periods) is the period covered by an employee returning to the exact same position as that of the start position More than 50% of the time is spent doing the same fundamental task. (Silverstein et al, 1986)Your Partner in Prevention
    30. 30. Vibration Defined  With increased mechanization comes increased vibration  Segmental- vibration of a limb (usually the arm- holding a power tool)  Whole body- vibration applied to whole body (fork lift, etc)Your Partner in Prevention
    31. 31. Differentiating Vibration ImpactWhole Body Segmental Headaches  Constriction of blood Dizziness vessels in the Nausea muscles of the hand  Hand turns pale, white and/or cold (“white finger”)  Pain  Decreased tactile sensitivityYour Partner in Prevention
    32. 32. Mechanical Stress Defined• Contact stress - pressure applied to body (i.e. leaning against a conveyer, etc)• Mechanical stress - Hitting or Striking with the body (i.e. using hand to attach trim to a seat pan)Your Partner in Prevention
    33. 33. Environmental Stress DefinedNoise Protective equipment required if noise level is greater than 90db, detailed noise mapping required to determine where protective equipment is requiredLighting Inadequate lighting, overhead glareTemperature Hot/ cold environments and the physiological responseAir Quality Sick Building Syndrome
    34. 34. Understanding Ergonomic Hazards The more hazards present in a task, the greater potential for injury Some hazards will be more significant than others Hazards in combinations are more harmful Not all people exposed to hazards will be effectedYour Partner in Prevention
    35. 35. Setting Up an Ergonomic Program 6 Follow-up & Evaluation 5 Elimination 4 Prioritization 3 Identification 2 Culture1 Team Ergonomic Foundations
    36. 36. Step 1- Build An Ergonomics Team Mixture of management, engineering/ maintenance, and regular workers from different areas of the facility, and an ergonomic professional Monthly meeting; every other month Strong defined roles within the team In-depth Ergonomic Training for all members of the teamYour Partner in Prevention
    37. 37. Step 2- Build the Ergonomic Culture General/ broad ergonomic training for all employees to increase awareness Ergonomic Signage Encourage early reporting Ergonomic Suggestion box Ergonomic Message board/ social networking (linkedin, facebook, company website) Ergonomic Incentives- gift cards, paid day off, bonus, etcYour Partner in Prevention
    38. 38. Step 3 – Develop a Method forErgonomic Hazard Identification Ergonomic Checklist Pain/symptom diagram Physical Demands Description Injury stats, first aid reports, quality reports, productivity stats. Questionnaires/ Surveys to all employees Ergonomic Assessments- Task AnalysisYour Partner in Prevention
    39. 39. Step 4- Develop a Method forErgonomic Prioritization Recent injuries, multiple injuries Recent / multiple complaints Ergonomic Checklist Results of surveys, questionnaires Productivity / QualityYour Partner in Prevention
    40. 40. Step 5 – Develop Hazard Control/Elimination Options Engineering controls- reduce or eliminate the exposure to the hazard by modifying the work or workplace Administrative controls- reduce exposure to hazards by development of policies and procedures, training, work structure (S.O.P.’s)Your Partner in Prevention
    41. 41. Step 6- Follow up and EvaluateSuccess of Controls Worker feedback on changes  Satisfaction survey Observe process Productivity / quality reports Evaluate practicality, efficiency of controlsYour Partner in Prevention
    42. 42. Taking ErgonomicAction PRODUCTION Ergo Action DIRECTOR YOU DATE STEP TAKE Start Appropria Ongoin now te to your g co. Ergonomic Foundations
    43. 43. Identify, Prioritize, Decide… After team has identified ergonomic hazards and prioritized jobs: Decide if: a) want to provide solutions in house or b) call in a professionalYour Partner in Prevention
    44. 44. In House Brainstorming meetings - specific members of the team responsible for making changes (i.e. engineering, health and safety, line worker) Hazard IdentificationHazard Control Select ImplementControls Impacts Controls ControlsYour Partner in Prevention
    45. 45. 5 Easy Ways to Alleviate Risks In House Job rotation- proper rotation of jobs helps 1 alleviate the demand on the tissues. Train employees- proper lifting technique, good 2 posture, etc Incorporate policies and procedures AND enforce! 3 Incorporate “micro-breaks” 4 Job enlargement- expanding the job to include 5 more tasks, make less repetitive, longer cycle time.
    46. 46. When to Call In a Professional On-site training is needed Objectivity is needed Complicated situations Ergonomic consultation is needed Ergonomic assessment is neededYour Partner in Prevention
    47. 47. Ensuring Success Ergonomic Foundations
    48. 48. The Follow-up Process is the Key toEnsuring Success Evaluate the success of the ergonomic action taken Allow some time to pass and then evaluate:  Employee satisfaction  Are the employees following the recommendations or using the provided tools/ changes? If not why?  Ensure no new ergonomic risk factors are present as result of the action takenYour Partner in Prevention
    49. 49. Carefully Consider Changes MadeDo the changes made. . . . Speed up or slow down production? Make the job easier? Less physically demanding? Work with specific employee anthropometricsYour Partner in Prevention
    50. 50. Gather Employee/SupervisorFeedback Do the ergonomic changes made affect production speed/ quality? Do the changes make the job easier or harder? Is the job less physically demanding now? Are there any new problems or concerns because of the control? Ask ALL workers who do the job/ process, and surrounding workstations.Your Partner in Prevention
    51. 51. Bring All Concerns Back to theErgonomics Team Discuss and problem solve concerns. Re-evaluate implemented controls at the 3-6 month mark. Collect production and quality information to evaluate possible effects the ergonomic changes have had.Your Partner in Prevention
    52. 52. Success is Dependent on OngoingReview Ongoing review Remember - a good balance is necessary in ergonomics between balancing production, quality, and minimizing/ eliminating ergonomic risk.Your Partner in Prevention
    53. 53. RESULTS MATTER! Improves staff morale and includes all in the process. Identifies the challenges and failures of the program.  Indicates it is an ongoing process, and that everyone’s help is needed.  Informs workers that changes have been made and that the risk of MSD has been greatly reduced.  Highlights the team approach and how everyone came together to accomplish the goal.Your Partner in Prevention
    54. 54. Methods for Communicating Results Yearly report for all staff - the goals, the changes that have been made, and the successes and challenges Workplace newsletters, bulletin boards, emails. Communicate to Management team separately in meeting environment. Well laid out cost/ savings/ benefit analysis. (injury stats, etc) Get them to think LONG TERM!!Your Partner in Prevention
    55. 55. Reinforce Communication ThroughRecognition and Celebration Implement some type of recognition process:  Recognize those individuals who have made significant contribution (plaque, gift card, etc) Celebrate the success- special luncheon, etcYour Partner in Prevention
    56. 56. Summary You just learned:  What an MSD is  Why a MSD Prevention Program is important  How to get company buy-in  The Basics of Ergonomics  How to set up the program  How to ensure success of the MSD programYour Partner in Prevention
    57. 57. Remember It is a process! The Ergonomic Culture has to be built in before you start gaining traction. Communicate results!! You may not actually get “buy-in” until people see results! As best you can, communicate to management in $$.Your Partner in Prevention
    58. 58.  GOOD LUCK on the battlefield!Your Partner in Prevention

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