1. Ergonomics is the science of designing jobs to fit workers rather than forcing workers' bodies to fit jobs. It aims to reduce physical stress and prevent injuries. 2. Standing for prolonged periods at work can cause health issues like leg swelling and back pain due to lack of movement. Garment inspectors who stand all day are especially at risk. 3. Recommendations for reducing risks of standing work include providing footrests, allowing short walks every 15 minutes, and implementing work-rest schedules to allow the body to recover from physical stress.

1. NIFT GANDHINAGAR
Ergonomics
Assignment 1
Ajay Gayakwar, Bittu Singh,Komal Gajjar, Radhe Kumar & Shubham Singh – DFT VII
10/18/2018
Task analysis,Posture analysis,Physiological &Psychological workload,Workspace improvementfor
end-lineinspectionwork-station.

2. Ergonomics can be defined simply as the study of work. In general terms it can be said that
ergonomics means ”fitting the job to the worker” including work stations, tools, and equipments.
More specifically, ergonomics is the science of designing the job to fit the worker, rather than
physically forcing the worker’s body to fit the job. Adapting tasks, work stations, tools, and
equipment to fit the worker can help reduce physical stress on a worker’s body and eliminate
many potentially serious, disabling work related musculoskeletal disorders (MSDs). Ergonomics
draws on a number of scientific disciplines, including physiology, biomechanics, psychology,
anthropometry, industrial hygiene, and kinesiology.
In garment manufacturing industry as a employer or employee the activities includes are:
 Repetition of work throughout whole day
 Extreme working environment temperature
 Expose to excessive vibration
 Working in awkward or stationary position
 Lifting heavy items
Figure 1: Working in awkward position Figure 2: Lifting heavy items
1.1 Importance of ergonomics in garment industry
As we know that the competition in apparel manufacturing is increasing day by day. Industries
increasingly require higher production rates and advances in technology to remain competitive
and stay in business. As a result, jobs today can involve: Frequent lifting, carrying, and pushing
or pulling loads without help from other workers or devices; Increasing specialization that
requires the worker to perform only one function or movement for a long period of time or day
after day. Working more than 8 hours a day; Working at a quicker pace of work, such as faster
assembly line speeds; and standing to their workplace for the entire day. These factors—
especially if coupled with poor machine design, tool, and workplace design or the use of
improper tools—create physical stress on workers’ bodies, which can lead to injury. If work

3. tasks and equipment do not include ergonomic principles in their design, workers may have
exposure to undue physical stress, strain, and overexertion, including vibration, awkward
postures, forceful exertions, repetitive motion, and heavy lifting. Recognizing ergonomic risk
factors in the workplace is an essential first step in correcting hazards and improving worker
protection.
MSDs can cause a number of conditions, including pain, numbness, tingling, stiff joints, difficulty
moving, muscle loss, and sometimes paralysis. Frequently, workers must lose time from work to
recover; some never regain full health. These disorders include carpal tunnel syndrome,
tendinitis, sciatica, herniated discs, and low back pain. MSDs do not include injuries resulting
from slips, trips, falls, or similar accidents. (OSHA, 2000)
1.2 Parts of the Body Affected by MSDs
Parts of
body
affected
by MSD's
Hands
Legs
Neck
Wrist
Shoulder
Fingers
Arms
Back

4. 1.3 Hazards in garment industry
Mechanical Machine, Layout, stacking, transportation, housekeeping, etc
Chemical Dust, fumes, vapours, toxic materials, etc
Biological Bacteria, viruses, etc
Psychological Quality of work, stress, etc
Physical Noise, vibration, light, electricity, temperature, radiation, etc
Ergonomic Sitting, standing, lifting, etc
1.4 Ergonomics for standing work
Stationary standing is a posture often taken by workers when performing their job duties. There
are a number of applications where standing is the recommend working posture, as opposed to
sitting. Standing work, compared to sitting when working, is recommended when the task
cannot be performed with the employees keeping their arms comfortably at their sides. An
excellent example is the research comparing standing versus sitting workstations for checkout
cashiers (Lehman, Psihogios, & Meulenbroek, 2000).
Standing is recommended when the work area is too large to be comfortably reached when
seated. The maximum reach envelope when standing is significantly larger than the
corresponding reach envelope when sitting for both men and women (Sengupta & Das, 2000).
Standing is preferred when the work surface does not allow the person to comfortably position
her legs under the surface because of an obstruction. This is often the case when working on a
conveyor or a progressive assembly line, working in a kitchen, using a workstation with a drawer
located underneath the work surface or a wide front beam, working at a retail counter, or using
specialized equipment. Standing is sometimes recommended to maximize grip forces (Catovic,
Catovic, Kraljevic & Muftic, 1991) and static or dynamic lifts (Yates, & Karwowksi, 1992). In
general, more strength can be exerted while standing (Mital & Faard, 1990).
There is also an extensive lists of jobs that are most appropriately done standing, including
construction workers, highway flaggers, medical personnel, painters, electricians, plumbers,
loggers, firefighters, plant inspectors, and maintenance personnel. In garment industry one of
the important operations is inspection of garments at the end of sewing line. It is done for quality
control purpose. The operator who is performing this task is always in standing position.
According to research, individuals required to stand for prolonged periods adopt asymmetrical
standing attitudes four times more often than symmetrical attitudes. Shifting the weight from foot
to foot provides an important relief mechanism. People tend to stand with one foot forward,
which increases their stability and also can reduce twisting stress if the person turns to the side
opposite of the forward foot. These activities are also seen while checkers are checking the
stitched garments at the end of sewing line. (Joy M. Ebben, 2003)

5. (Improved Ergonomics for Standing Work, 2003)
Standing posture
Standing while working is often the most appropriate working posture. However, there are a
number of serious considerations regarding employees' health and comfort. The user's legs,
torso, neck, and head are approximately in-line and vertical with feet slightly apart. The user
may also elevate one foot on a rest while in this posture.
Standing postures can be rated according to how long a person can hold an object in a specified
position. The posture that represents 75 percent of the person's standing height and 50 percent
of his arm length has the highest holding time when standing. The worst holding times are
when the task is performed at 25 percent of standing height (near the floor).
It's recommended that when the task cannot be performed with the employees keeping their
arms comfortably at their sides while sitting. Standing is recommended when the work area is
too large to be comfortably reached when seated. The maximum reach envelope when
standing is significantly larger than the corresponding reach envelope when sitting for both
men and women.. Too-large work areas frequently are found in assembly environments. A
similar application is when the person works in more than one workspace to perform his/her
job duties.

6. Standing is preferred when the work surface does not allow the person to comfortably position
her legs under the surface because of an obstruction. This is often the case when working on a
conveyor or a progressive assembly line, working in a kitchen, using a workstation with a
drawer located underneath
Standing is sometimes recommended to maximize grip forces and static or dynamic lifts. In
general, more strength can be exerted while standing. The research provides us with a number
of workstation and workplace design features that can help minimize the risk factors associated
with standing work.
Individuals required to stand for prolonged periods adopt asymmetrical standing attitudes four
times more often than symmetrical attitudes. Shifting the weight from foot to foot provides an
important relief mechanism. People tend to stand with one foot forward, which increases their
stability and also can reduce twisting stress if the person turns to the side opposite of the
forward foot.
Foot clearance
Workstations used in a standing position require sufficient foot clearance. When there is
insufficient foot clearance, the worker must stand farther away from the workspace and tends
to lean forward in an unhealthy, awkward posture. Recommended foot clearance space is 150
mm deep, 150 mm high, and 500 mm wide (Rys & Konz, 1994).
Leg and Foot Swelling
Metabolic wastes tend to accumulate in the muscles during isometric work because of
minimized blood flow. Body sway affects the pressure distribution on the foot, resulting in
occlusion of blood flow from the foot. If the legs don't move, the blood from the heart tends to
go down to the legs and remains there--a phenomenon called venous pooling. This creates
more work for the heart; the heart must increase its beat rate to provide the same amount of
blood as prior to venous pooling. Venous pooling causes leg swelling, edema, and varicose
veins. The mean venous pressure in the ankle in one study for sitting was 56 mm and for
standing, 87 mm. In another study, the values were 48 mm and 80 mm, respectively (cited by
Konz & Johnson, 2000). Walking drops the ankle venous pressure to 21 mm and 23 mm,
respectively, in about only 10 steps, after which time the drop in pressure is stabilized (cited in
Knoz & Johnson, 2000). Walking two to four minutes for every 15 minutes of standing work is
more comfortable than standing without walking (cited in Knoz & Johnson, 2000).

7. Work/Rest Schedules
Member of the safety and ergonomics community agree on the importance of breaks to reduce
the occurrence of musculoskeletal disorders. Breaks, appropriately structured, can allow an
employee to recover from job stressors. Recovery time can be calculated as a ratio of recovery
time to exposure time. If a person stands a total of five hours in an eight-hour day, the
employee has three hours of recovery time with five hours of exposure time.
Providing changes in posture and encouraging walking also will reduce hazards. Never require
the employee to stand in a constrained posture. Proper shoes should be worn and footrests
provided. Finally, special consideration should be given to employees with pre-existing health
conditions that may accentuate the negative consequences of working in a standing posture.
Posture
When using a standing workstation, keep your head, neck, torso and legs approximately in line
and vertical. Use a footrest to shift your weight from foot to foot. Wear shoes that provide
proper support.
Advantages of standing workstation
Reduces strain on the lower back from prolonged sitting and also Increases muscle activity
compared to sitting.
Suggestions for standard my workstation
Make sure standing table height is approximately at your standing elbow height
Use a supportive adjustable stool or ergonomic chair to sit periodically
If you are using a stool, make sure to obtain a elevated foot rest as well.
Stand on an anti-fatigue mat
Wear supportive shoes and replace them frequently
Remember to alternate postures. Use a timer if it is hard to remember when to sit.
Sit for 1 hour, stand for 5 minutes
Pay attention to how your body is responding, and make sure you ask for help if you need it

8. PHYSIOLOGICAL AND PSYCHOLOGICAL WORKLOAD.
40% of American workers reported their Job is “Very or Extremely Stressful.”
WORKLOAD: Physiological and mental demands that occur while performing a task or a
combination of tasks.
Workload can be classified into 2 parts:
1. Physiological workload
2. Psychological workload
Physical workload is the measurable portion of physical resources expended when performing
a given task and is affected by a range of factors.
Factors include Nature of work, Training, Motivation and Environmental Factors.
An Individuals Subjective reports of perception associated with physical work can be used to
obtain information about physiological responses to work and workload level.
These Assessment tools incorporate the use of scaling techniques, which vary in structure and
complexity.
Subjective Assessment Tools
 Armstrong asked participants to rate their perceptions of grip force, tool mass and
handle size on a continuous linear scale from ‘0 to 10’
 Borg Rating of Perceived Exertion (RPE) Scale and Borg CR-10 scale
 Body Diagrams –The Nordic Questionnaire
 Pain Estimation Charts-The McGill Pain Questionnaire
 Visual Analog (VA) Scales
Objective Measures of Physiological Workload
 Energy Capacity(The Physiological Approach) -Evaluating the Energy Cost of performing
an Activity
 Biomechanical (Biomechanical Analysis of Workload) -Evaluating stress on
Musculoskeletal system.

9. ENERGY CAPACITY (The Physiological Approach)
 Energy Cost
 Heart Rate
 Blood Pressure
 Blood Lactate Level
Energy Cost
ŠKarvonen (1974) reported metabolic rates of various occupational activities:
 Sitting Crane Operator : 3.37 Kcal/min Light
 Welding : 4.04 Kcal/min
 .Walking : 5.39 Kcal/min
 Arm lifting(20-44lb) : 6.06 Kcal/min (45-64lb)
: 8.08 Kcal/min (65-84lb)
: 11.45 Kcal/min
 Hammering, Sawing : 8.08 Kcal/min
Muller(1953) and Bink(1962) proposed the upper limit of the energy expenditure required for
daily work should be 5-5.2 kcal/min.
Michael(1961) reported that 35% of the maximum aerobic capacity (VO2max) was the limit of
work that could be performed without undue fatigue
Heart Rate
Several Investigators have recommended a heart rate rage between 99-130 beats/min. Brouha
(1967); Suggs and Splinter (1961) recommended that the mean heart rate should not exceed
115 beats/min.
Snook and Irvine (1969) suggested a limit of 112 beats/min for leg tasks and 99 beats/min for
arm tasks in a more conservative estimate on the mean Heart rate criterion
Blood Pressure
ŠAstrand and Rodhal (1977) concluded that the blood pressure was significantly higher in arm
exercise than in leg work. In Isometric activity, the intrathoracic pressure is raised form 80-200
mm Hg or more causing a sharp increase in Systolic and Diastolic BP

10. Blood Lactate Level
Petrofsky and Lind(1978a,b) reported a limit of 50% of aerobic lifting capacity. This limit was
equivalent to 25% aerobic capacity determined by a bicycle ergometer
BIOMECHANICAL APPROACH
Occupational Biomechanics applies principles of biomechanics towards work improving
everyday activities, especially dealing with human disorders and performance limitations which
exists in a variety of manual tasks in Industry
 Stress on Musculoskeletal System
 Stress on Lumbosacral Spine
 Biomechanical Design Criteria
Psychological Workload
 No clear consensus “Mental Workload is intrinsically complex and multifaceted”[Jex
(1988)]
 An Attribute of Information processing and control systems that mediate between
stimuli and, rules and responses. [Gopher, D., and Donchin, E.(1986)]
 An attribute of person-task loop, and the effects of workload on human performance
[Gopher, D., and Donchin, E. (1986)]
Measurement Techniques
 Subjective Measures that include subject’s estimation of workload.
 Performance Measures (e.g. Reaction time, Number correct, and Number detected)
 Measurement Techniques
 Physchophysiological Measures (e.g. Heart rate, Heart rate variability, and Brain
activity),
 Analytical Measures
Physiological and psychological WMSDs at end-line inspection workstation
 Work postures and movements: Any body position can cause discomfort and fatigue if it
is maintained for long periods of time. Standing, for example, is a natural body posture,
and by itself poses no particular health hazards. However, working for long periods in a
standing position can cause sore feet, general muscular fatigue, and low back pain. In
addition, improper layout of work areas, and certain tasks can make workers use
unnatural standing positions.

11. Two aspects of body position can contribute to injuries. The first relates to body
position. When parts of the body are near the extremes of their range of movements,
stretching and compression of tendons and nerves occur. The longer a fixed or awkward
body position is used, the more likely we are to develop WMSDs.
The second aspect that contributes to WMSDs is holding the neck and the shoulders in a
fixed position. To perform any controlled movement with the arm, muscles in the
shoulder and the neck contract and stay contracted for as long as the task requires.
The contracted muscles squeeze the blood vessels, which restricts the flow of blood all
the way down to the working muscles of the hand.
However, this is where the blood is needed the most because of the intense muscular
effort. Two things happen as a result. The neck/shoulder muscles become overtired
even though there is little or no movement. At the same time, the reduced blood supply
to the rest of the arm accelerates fatigue in the muscles that are moving, making them
more prone to injury.
 Repetitiveness and pace of work: Repetitive movements are especially hazardous when
they involve the same joints and muscle groups over and over and when we do the
same motion too often, too quickly and for too long. Tasks requiring repetitive
movements always involve other risk factors for WMSD such as fixed body position and
force; the worker, in order to perform the task, has to maintain the shoulder and neck in
a fixed position to exert some force.
If a worker grasps a garment each time, the same cycle would have to be repeated 10
times to fill a carton. Assuming that one cycle lasts two seconds, it would take 20
seconds to pack a box with twenty-four bottles.
There are no rules to judge movements as either high or low in repetition. Some
researchers classify a job as "high repetitive" if the time to complete such a job was less
than 30 seconds or "low repetitive" if the time to complete the job was more than 30
seconds. Although no one really knows at what point WMSDs may develop, workers
performing repetitive tasks are at risk for WMSDs
Work involving movement repeated over and over is very tiring because the worker
cannot fully recover in the short periods of time between movements. Eventually, it
takes more effort to perform the same repetitive movements. When the work activity
continues in spite of the fatigue, injuries can occur.
Pace of work determines the amount of time available for rest and recovery of the body
between cycles of a particular task. The faster the pace, the less time is available and
the higher the risk for WMSD.
When the worker has no control over timing and speed of work because of external
factors like assembly line speed or quota systems then stress level increases. With
higher stress level comes muscle tension causing fatigue and again increased risk for

12. WMSD. Controlling the pace of work externally denies the worker the flexibility to
determine their own work speed. It is a human characteristic to work at varying rates at
different times of the day.
 Force of movements: Force is the amount of effort our bodies must do to lift objects, to
use tools, or to move.
More force equals more muscular effort, and consequently, a longer time is needed to
recover between tasks. Since in repetitive work, as a rule, there is not sufficient time for
recovery, the more forceful movements develop fatigue much faster. Exerting force in
certain hand positions is particularly hazardous
The shape of the tool plays an important role, also. Tools that do not allow the best
position of the wrist, elbow and shoulder substantially increase the force required.
Worn and poorly maintained tools are very important as well, yet often overlooked. For
example, a worn screwdriver, pliers with worn jaws, or dull scissors can increase the
operating force as much as tenfold.
Although no one really knows when WMSDs will develop, workers performing forceful
movements are at risk. Work involving forceful movements is very tiring again because
there is not time for a full recovery between movements. Eventually it takes effort to
perform the same task. When the work activity continues in spite of the developing
fatigue, injuries occur.
 Vibration: Vibration affects tendons, muscles, joints and nerves. Workers can be
exposed to either whole body vibration or localized vibration.
Whole body vibration is experienced by truck and bus drivers for example. Localized
vibration exposure can be caused by power tools. Common symptoms are numbness of
the fingers, loss of touch and grip, and pain. In addition, the worker may use more force
and awkward body positions because vibration hand tools are harder to control.
Exposure to too much vibration can also cause us to lose the feeling in our hands and
arms. As a result, we may misjudge the amount of force we need to control the tools
and use too much which increases fatigue.
 Temperature: In general, when it is too cold, or when we touch cold materials, our
hands can become numb. With numbed hands, we are more likely to misjudge the
amount of force we need to do our work and use too much. A cold environment also
makes our bodies less flexible. Every movement we make and every position we hold
takes a lot more work, and then WMSDs are more likely to develop.
When it is too hot and too humid, workers tire more quickly and thereby may become
more susceptible to injury.
 Lack of influence or control over one's job.
 Increase pressure (e.g., to produce more).

13.  Lack of or poor communication.
 Monotonous tasks.
ASSESSMENT
 RULA: A single page worksheet is used to evaluate required body posture, force, and
repetition. Based on the evaluations, scores are entered for each body region in section
A for the arm and wrist, and section B for the neck and trunk. After the data for each
region is collected and scored, tables on the form are then used to compile the risk
factor variables, generating a single score that represents the level of MSD risk.
The RULA was designed for easy use without need for an advanced degree in
ergonomics or expensive equipment. Using the RULA worksheet, the evaluator will
assign a score for each of the following body regions: upper arm, lower arm, wrist, neck,
trunk, and legs. After the data for each region is collected and scored, tables on the
form are then used to compile the risk factor variables, generating a single score that
represents the level of MSD risk as outlined below:
USE OF RULA
The evaluator should prepare for the assessment by interviewing the worker being evaluated to
gain an understanding of the job tasks and demands, and observing the worker’s movements
and postures during several work cycles. Selection of the postures to be evaluated should be
based on:

14. 1. The most difficult postures and work tasks (based on worker interview and initial
observation),
2. The posture sustained for the longest period of time, or
3. The posture where the highest force loads occur.
The RULA can be conducted quickly, so multiple positions and tasks within the work cycle can
usually be evaluated without a significant time and effort. When using RULA, only the right or
left side is assessed at a time. After interviewing and observing the worker, the evaluator can
determine if only one arm should be evaluated or if an assessment is needed for both sides.
 NASA Task Load Index (NASA-TLX)
The NASA Task Load Index is one of the most commonly used forms of workload
assessment. One that i have used on many occasions. The NASA Task Load Index is a
multi-dimensional rating process that provides an overall workload score based on a
weighted average of ratings on six subscales:
Mental Demands: How much mental and perceptual activity was required (e.g.
deciding, calculating, remembering, looking, etc.)? Was the task easy or demanding,
simple or complex, exacting or forgiving?
Physical Demands: How much physical activity was required (e.g., pushing, pulling,
controlling, activating, etc.)? Was the task easy or demanding, slow or brisk, slack or
strenuous, restful or laborious?
Temporal Demands: How much time pressure did you feel due to the rate or pace at
which the tasks or task elements occurred? Was the pace slow and leisurely or rapid and
frantic?
Own Performance: How successful do you think you were in accomplishing the goals of
the task set by the experimenter (or yourself)? How satisfied were you with your
performance?
Effort: How hard did you have to work (mentally and physically) to achieve your
performance?
Frustration: How insecure, discouraged, irritated, stressed and annoyed versus secure,
gratified, content, relaxed and complacent did you feel during the task?

15.  Instantaneous Self Assessment (ISA)
ISA is arguably the simplest subjective workload measurement technique available. It
consists of a 5-point workload scale represented by 5 buttons contained within the ISA
boundary, generally displayed to the user on a separate screen. Whilst performing the
task in question, the user responds to flashing prompts at predefined intervals. Each
button represents a particular level of demand from very low to very high.
 Subjective Workload Assessment Technique (SWAT)
SWAT data collection is intended to be as un-intrusive as possible, using only three
simple descriptors for each of three factors that have been used to define workload.
SWAT is divided into two distinct phases: Scale Development and Event Scoring. The
Scale Development phase is used to train the subjects on the use of the descriptors. The
Event Scoring phase is the experiment or test situation where the investigator is
interested in obtaining information about the workload associated with task
performance.
TIPS TO IMPROVE
 Use proper tools - Tools should be appropriate for the specific tasks being performed.
Your tools should allow you to keep your hands and wrists straight – the position they
would be in if they were hanging relaxed at your side. Bend the tool – not the wrist! The
tool should fit comfortably into your hand. If the grip size is too large or too small it will
be uncomfortable and will increase the risk of injury. Tools should not have sharp edges,
create contact stresses in your hand, or vibrate.
 Keep repetitive motions to a minimum - Our workstations or tasks can often be
redesigned to reduce the number of repetitive motions that must be performed. Using a
power-driven screwdriver or tools with a ratchet device can reduce the number of
twisting motions with the arm. Some tasks can be automated or redesigned to eliminate
repetitive movements and musculoskeletal injuries.
 Avoid awkward postures - Job should not require you to work with your hands above
shoulder height on a regular basis. Arms should be kept low and close to your body.
Bending and twisting of your wrists, back and neck should also be avoided.
 Use safe lifting procedures - Avoid lifting objects that are too heavy. Use more than one
person or a mechanical device to reduce the load. Your workstation should not require
you to lift objects above your head or twist your back while lifting. Keep the load close
to your body and ensure that you have a good grip. Heavy and frequently lifted objects
should be stored between knee and shoulder height – not on the ground or above your
head.

16.  Get proper rest - Need to rest your body and mind in order to prevent injuries. Give
your muscles a rest during your coffee breaks, lunches and weekends by doing
something different from what you do in your job. For example, if you stand all day
while performing your job you should sit down to rest your legs and feet during your
breaks. If you sit down when working you should stand up and walk around during your
breaks to give your back a rest and to increase circulation in your legs.
BASIS PROBLEM SOLUTION
WORK SURFACE Work surfaces that create problems
include rolling racks for hanging
garments and flat tables. Rolling racks
are typically too high and require
reaching above shoulder height. Flat
tables encourage poor neck or
shoulder and wrist posture depending
on the height of the table.
 An inclined easel with clips
holds the garment and allows
the inspector to sit or stand in
an upright position and not
have to support the weight of
the garment. The inspector
should select the desired
height for the easel and clips.
 A large, inclined table
improves the posture of the
neck and arms.
INPUT/OUTPUT Rolling racks create difficulties for
input and output, as they are typically
too high. Boxes sitting on the floor
create problems because they are too
low.
A rolling rack at an appropriate height
reduces the extended reaching.
Preferable to this are rolling carts that
the garments are draped over,
located between waist and elbow
height of the inspector
SUPPORT
SURFACE
Final inspection is usually done from a
standing position. Concrete floors can
lead to fatigue in the legs, feet and
back. Often no seating option or
footrests are provided.
Provide good quality anti-fatigue mats
for inspectors. Give inspectors the
option to use a stool and to alternate
between sitting and standing
throughout the day.
HAND TOOLS Inspectors use large scissors that are
heavy and awkward to use and
therefore require a lot of force to
operate.
Small, sharp clippers are more
suitable for the task as they are easier
to use and lighter than large scissors.
Ensure that clippers are available by
storing them on a shelf or hanging
them directly beside the work surface
LIGHTING Inspectors work in poorly lit areas or
ones with inconsistent lighting. This
can accentuate poor posture and
eyestrain.
Inspection areas should be well lit and
task lights should be provided if the
inspectors feel they are necessary.
Improve visibility by contrasting the
colour of the garment being inspected
with the colour of the work surface.
WORK Inspectors work at a very rapid pace Operators can meet or exceed

17. ORGANIZATION and do not take scheduled breaks.
This does not give the body time to
recover and is a risk factor for injuries.
Some inspectors have little variation
in their tasks. They rarely have to get
up from their workstation since
garments are delivered directly to
them. Others have to carry large
bundles of garments through crowded
walkways.
production expectations and still work
at a comfortable pace and take
scheduled breaks. Inspection tasks
have been organized in some
workplaces so that inspectors have as
much variability in their tasks as
possible and do not inspect the most
difficult types of garments for
extended periods of time.
In repetitive work, the same types of motions are performed over and over again using the same
muscles, tendons, or joints. The amount of repetition can be affected by the pace of work, the
recovery time provided (i.e., number and length of muscle relaxation breaks), and the amount of
variety in work tasks. The pace of work may be controlled by the employee performing the task,
machines, other employees, or administrative procedures. Examples of jobs involving machine-
controlled pace include working on assembly, packaging, or quality-control lines. Work tasks
linked to performance or incentives are examples of administratively controlled pace.
The risk of injury is greater when repetitious jobs involve awkward posture or forceful exertions.
Injuries may also develop when highly repetitive jobs are combined with low-force exertions,
such as in light assembly tasks involving the hands, wrists, elbows, and shoulders. An example
could be having to grip a cutting or trimming tool throughout the entire work task without being
able to set it down momentarily to rest the hand. Personal factors:
It should always be kept in mind that personal factors such as level of physical fitness, weight,
diet, habits, and lifestyle, may also affect the development of MSDs. Also, various medical
conditions may predispose individuals to MSDs or make the disorders worse. Examples include:
• Arthritis
• Pregnancy
• Bone and muscle conditions
• Previous trauma
• Contraceptive use
• Thyroid problems
• Diabetes mellitus
In addition, psychosocial factors may have an impact on MSDs. These factors
include:
• Level of stress
• Level of job security and satisfaction
• Amount of autonomy on the job (e.g., degree of control over the arrangement of work areas
or the pace of work)

18. Administrative improvements
Administrative improvements include changing work practices or the way work is organized.
They may not address the reasons for the contributing factors or other problems.
Administrative improvements usually require continual management and employee feedback
to ensure that the new practices and policies are effective. Some options are:
• Providing variety in jobs
• Adjusting work schedules and work pace
• Providing recovery time (i.e., muscle relaxation time)
• Modifying work practices
• Ensuring regular housekeeping and maintenance of work spaces, tools, and equipment
• Encouraging exercise
Providing variety in jobs
There are a couple of ways to increase variety in jobs. Job rotation means rotating employees
through different jobs. Job enlargement means increasing the variety by combining two or
more jobs or adding tasks to a particular job. To be effective, both of these improvements rely
on rotating through or combining jobs and tasks which differ in the following ways:
• Muscles or body parts used
• Working postures
• Amount of repetition
• Pace of work
• Amount of physical exertion required
• Visual and mental demands
• Environmental conditions

19. Adjusting work schedules and work pace
Try to limit the amount of time any employee has to spend performing a “problem job.” If you
have new employees or employees returning from long absences, introduce them to a normal
work pace and workload gradually, like athletes in spring training.
Providing recovery time
Recovery periods (i.e., muscle relaxation breaks) can help prevent the accumulation of fatigue
and injury to muscles and their associated structures. Try to break up work with frequent, short
recovery periods. Even recovery periods as short as a few seconds on a regular basis are
helpful. For example, providing a fixture for a tool can allow the hands to relax momentarily
between uses.
Modifying work practices
Pay close attention to how the work is being performed. Our bodies are stronger, more
efficient, and less injury prone when we work in midrange postures. Maintaining midrange
working postures simply means sitting or standing upright and not bending the joints into
extreme positions. This can be done by trying to keep the neck, back, arms, and wrists within a

20. range of neutral positions. Employees should be encouraged to be comfortable, to change
positions, and to stretch when working.
Encouraging exercise
Long-term, sensible exercise has many benefits, which may include better health and reduced
injuries. Individuals in good physical condition are generally more productive and less injury
prone. Regular exercise can increase an individual’s energy level, alertness, and coordination.
The range of motion of joints and the circulation may also improve with regular exercise.
Remember to encourage your employees to warm up, perform gentle stretching (e.g., without
bouncing), and increase their physical exertion gradually. New, returning, or injured employees
should gradually increase their physical activity.
Following information summarizes musculoskeletal disorder (MSD) characteristics, symptoms,
and terminology.
MSDs may:
• Occur from a single event (such as a strain or sprain from a lift, slip, or fall) or result from the
buildup of tissue damage from many small injuries or micro-traumas.
• Take weeks, months, or years to develop.

21. • Produce no symptoms or exhibit no findings on medical tests in their early stages (medical
tests may be positive only in later stages when irreversible injury has occurred).
• Be associated with contributing factors present in work tasks and in home or recreational
activities.
• Differ in symptoms and severity from individual to individual even though their work tasks or
other activities are similar.
Symptoms associated with MSDs may include:
• Pain from movement, from pressure, or from exposure to cold or vibration.
• Change in skin color from exposure to cold or vibration.
• Numbness or tingling in an arm, leg, or finger, especially in the fingertips at night.
• Decreased range of motion in the joints.
• Decreased grip strength.
• Swelling of a joint or part of the arm, hand, finger, or leg.
• Fatigue or difficulty in sustaining performance, particularly of small muscle groups3
Many MSD conditions are grouped under the terms cumulative or repeated traumas, repetitive
motion injuries, or repetitive strain syndrome.
The general term musculoskeletal disorder is not a medical diagnosis. Musculoskeletal disorders
primarily affect muscles, tendons, ligaments, nerves, and small blood vessels. Examples of
specific types of disorders:
myalgia — muscle pain
chronic myofascial pain syndrome — chronic pain in the muscles
tendinitis — inflammation of a tendon (e.g., shoulder tendinitis, tennis elbow, de Quervains
disease)
tenosynovitis — inflammation of a tendon and its sheath (e.g., in the wrists, hands, or fingers)
carpal tunnel syndrome — swelling and entrapment of the median nerve in the wrist
thoracic outlet syndrome — squeezing of the nerves and blood vessels between the neck and
shoulder
hand-arm vibration syndrome — damage to blood vessels and nerves in the hands and arms
degenerated, bulging, or ruptured (herniated) disks in the neck or back— disks that wear or dry
out, bulge, lose elasticity, or rupture, causing pain and pressure on other structures of the neck
or back
sciatica — bulging or ruptured disks in the lower back causing lower back pain that also extends
to the legs and feet
degenerative or osteoarthritis — wear and tear on the spine, joints, vertebrae, and disks,
associated with long-term physical loads on spinal structures following information summarizes
musculoskeletal disorder (MSD) characteristics, symptoms, and terminology.
End-line inspection
The task of final inspection typically involves visually inspecting the garment for flaws, trimming
threads along seams and in some cases cleaning chalk or lint from the garment. The important
aspects of the task to consider are:

22. • the work surface,
• input/output,
• support surface,
• hand tools,
• lighting and
• work organization.
COMMON PROBLEMS
Work surfaces - Work surfaces that create problems include rolling racks for hanging garments
and flat
tables.
Rolling racks are typically too high and require reaching above shoulder height.
Flat tables encourage poor neck or shoulder and wrist posture depending on the height of the
table.
Input/Output. Rolling racks create difficulties for input and output, as they are typically too
high.
Boxes sitting on the floor create problems because they are too low.
Support surface. Final inspection is usually done from a standing position.
Concrete floors can lead to fatigue in the legs, feet and back.
Often no seating option or footrests are provided.
Hand tools - Inspectors use large scissors that are heavy and awkward to use and therefore
require a lot of force to operate.
Lighting - Inspectors work in poorly lit areas or ones with inconsistent lighting. This can
accentuate poor posture and eyestrain.
Work organization - Inspectors work at a very rapid pace and do not take scheduled breaks.
This does not give the body time to recover and is a risk factor for injuries.
Some inspectors have little variation in their tasks.
They rarely have to get up from their workstation since garments are delivered directly to
them.
Others have to carry large bundles of garments through crowded walkways.
POSSIBLE SOLUTIONS
Work surface.
1. An inclined easel with clips holds the garment and allows the inspector to sit or stand in an
upright position and not have to support the weight of the garment. The inspector should select
the desired height for the easel and clips. A large, inclined table improves the posture of the
neck and arms.

24. Input/Output. A rolling rack at an appropriate height reduces the extended reaching.
Preferable to this are rolling carts that the garments are draped over, located between waist
and elbow height of the inspector.
Support surface. Provide good quality anti-fatigue mats for inspectors. Give inspectors the
option to use a stool and to alternate between sitting and standing throughout the day.
Hand tools. Small, sharp clippers are more suitable for the task as they are easier to use and
lighter than large scissors. Ensure that clippers are available by storing them on a shelf or
hanging them directly beside the work surface.
Lighting. Inspection areas should be well lit and task lights should be provided if the inspectors
feel they are necessary. Improve visibility by contrasting the colour of the garment being
inspected with the colour of the work surface.
Work organization. Operators can meet or exceed production expectations and still work at a
comfortable pace and take scheduled breaks. Inspection tasks have been organized in some
workplaces so that inspectors have as much variability in their tasks as possible and do not

25. inspect the most difficult types of garments for extended periods of time. In some cases,
inspectors move from their work area to
get more garments to inspect. This change in posture can be beneficial if a safe technique is
used for transporting the garments.
References
1. Young M. Mental workload in ergonomics. Taylor & Francis Online. @ December, 2014.
Retrieved from :
https://www.tandfonline.com/doi/full/10.1080/00140139.2014.956151?scroll=top&nee
dAccess=true
2. Casner S. Measuring & evaluating workload. Researchgate.net July 2010. Retrieved
from:
https://www.researchgate.net/publication/260284948_Measuring_and_Evaluating_Wo
rkload_A_Primer
3. Workload assessment methods. Ergonomics Young M. Blog. Retrieved from :
https://www.ergonomicsblog.uk/workload-assessment/
4. Chen I. Tips to improve ergonomics of workstations. 1 March, 2013. Workdesign
magazine. Retrieved from : https://workdesign.com/2013/03/4-tips-to-improve-the-
ergonomics-of-workstations/
5. McLeod D. Ergonomics task analysis. January 2015. Retrieved from :
http://www.danmacleod.com/Articles/TaskAnalysis.htm
6. Ebben J. Improved ergonomics for standing work. Occupational Health & Safety. 1 April,
2003. Retrieved from : https://ohsonline.com/Articles/2003/04/Improved-Ergonomics-
for-Standing-Work.aspx?m=1
7. Page 39. Ergonomic handbook for the clothing industry. Institute for work & health.