The document outlines a 5-step process for developing an ergonomics program to prevent musculoskeletal injuries (MSIs) in the workplace. Step 1 involves identifying existing MSI problems by reviewing injury reports and conducting worker surveys. Step 2 establishes an ergonomics team to assess risks. Step 3 has the team perform ergonomic assessments using tools to identify hazards. Step 4 has the team review recommendations with management and implement controls. Step 5 requires regularly evaluating the program's effectiveness in reducing MSIs. The goal is to help organizations systematically implement robust ergonomics programs to improve worker safety and health.
Ergonomic Hazards in the Workplace 1 .docxrusselldayna
Ergonomic Hazards in the Workplace 1
Ergonomic Hazard in the Workplace
Maryann Dadis
National University
COH 412: Injury Prevention
Date
Ergonomic Hazards in the Workplace 2
Injuries relating to ergonomics is a costly and enormous problem. According to Bureau of
Labor Statistics (2017), ergonomic-related injuries continuous to be a significant cause of time
off in many workplaces. For example, in 2013, BLS estimated that those injuries resulted in
380,600 of days-away-from-work. Employees will be able to perform their jobs more effectively
if they are free from injuries such as carpal tunnel syndrome. This is the reason why ergonomics
has been one the focuses of the National Safety Council.
During an internship at an independent pharmacy, 2 of the workers were suffering from
musculoskeletal disorders caused by a poorly designed workplace. The pharmacy area was small
but busy, processing about 450 prescriptions per day. To reduce the amount of time spent on
filling prescriptions, commonly prescribed or fast-moving drugs were stocked on shelves under
the ‘customer’s window”. Because of this, retrieving medications required the filling technician
to bend and reach. Additionally, prescriptions were arriving by phone and the intake pharmacist
was spending a lot of time on the phone receiving the prescription request. She suffered from
neck pain due to her neck being in bent position all the time as headphones were not provided.
Furthermore, some computer stations did not support neutral postures for typing. This was
because monitors and keyboards were too low for a standing station, but there was no legroom
for sitting station either.
The ergonomic hazard that was associated with that workplace was the awkward postures
with excessive bending and reaching. Extended reaches are examples of awkward postures that
require the body to deviate from the neutral in the arms, shoulders, and back. Performing tasks in
such positions repeatedly enforce increased stress on the muscles and joints. Injuries occur when
stressed muscles do not have enough time to recover. The injuries that those employees sustained
Ergonomic Hazards in the Workplace 3
were caused by frequent bending, reaching and awkward postures with the computer and
telephone use. The arrangement of the pharmacy and the lack of headphones resulted in twisted
postures and neck strain.
Hierarchy of Control
The hierarchy of controls is a model used by safety professionals to explain and establish
effective and practical approaches for minimizing contact with workplace hazards. There is no
single definitive model, but a rather extensive variety of interpretations of the model (Coble,
2015). The model is wide-ranging, so it can be applied to a broad range of dangers in the
workplace.
Engineering Control: Ergonomically designed workstations, chairs, and equipment. Integrate
adj.
Ergonomic Hazards in the Workplace 1 .docxrusselldayna
Ergonomic Hazards in the Workplace 1
Ergonomic Hazard in the Workplace
Maryann Dadis
National University
COH 412: Injury Prevention
Date
Ergonomic Hazards in the Workplace 2
Injuries relating to ergonomics is a costly and enormous problem. According to Bureau of
Labor Statistics (2017), ergonomic-related injuries continuous to be a significant cause of time
off in many workplaces. For example, in 2013, BLS estimated that those injuries resulted in
380,600 of days-away-from-work. Employees will be able to perform their jobs more effectively
if they are free from injuries such as carpal tunnel syndrome. This is the reason why ergonomics
has been one the focuses of the National Safety Council.
During an internship at an independent pharmacy, 2 of the workers were suffering from
musculoskeletal disorders caused by a poorly designed workplace. The pharmacy area was small
but busy, processing about 450 prescriptions per day. To reduce the amount of time spent on
filling prescriptions, commonly prescribed or fast-moving drugs were stocked on shelves under
the ‘customer’s window”. Because of this, retrieving medications required the filling technician
to bend and reach. Additionally, prescriptions were arriving by phone and the intake pharmacist
was spending a lot of time on the phone receiving the prescription request. She suffered from
neck pain due to her neck being in bent position all the time as headphones were not provided.
Furthermore, some computer stations did not support neutral postures for typing. This was
because monitors and keyboards were too low for a standing station, but there was no legroom
for sitting station either.
The ergonomic hazard that was associated with that workplace was the awkward postures
with excessive bending and reaching. Extended reaches are examples of awkward postures that
require the body to deviate from the neutral in the arms, shoulders, and back. Performing tasks in
such positions repeatedly enforce increased stress on the muscles and joints. Injuries occur when
stressed muscles do not have enough time to recover. The injuries that those employees sustained
Ergonomic Hazards in the Workplace 3
were caused by frequent bending, reaching and awkward postures with the computer and
telephone use. The arrangement of the pharmacy and the lack of headphones resulted in twisted
postures and neck strain.
Hierarchy of Control
The hierarchy of controls is a model used by safety professionals to explain and establish
effective and practical approaches for minimizing contact with workplace hazards. There is no
single definitive model, but a rather extensive variety of interpretations of the model (Coble,
2015). The model is wide-ranging, so it can be applied to a broad range of dangers in the
workplace.
Engineering Control: Ergonomically designed workstations, chairs, and equipment. Integrate
adj.
Safety Inspections and Sample Safety Inspection.Health and safety training D...Salman Jailani
Safety Inspections and Sample Safety Inspection.Health and safety training Definition of risk WHAT ARE PERMITS-TO-WORK
Mechanical Engineering
00923006902338
In contemporary work settings, ensuring the safety and well-being of employees stands as a paramount concern. Each year, workplace incidents lead to countless injuries and substantial financial losses for businesses globally. Consequently, implementing proactive safety measures becomes imperative. Enter HIRA – Hazard Identification and Risk Assessment. HIRA serves not merely as another safety protocol but as a strategic approach aimed at identifying potential hazards and evaluating associated risks. This proactive methodology not only elevates workplace safety but also instils a culture of prevention and readiness within organizations. In this blog, we will delve into the significance of HIRA, its implementation process, and benefits it presents in transforming workplace safety standards.
WHAT IS HIRA?
HIRA, which stands for Hazard Identification and Risk Assessment, embodies a systematic approach utilized to identify potential hazards within the workplace and evaluate their corresponding risks. HIRA serves as a critical component in the field of occupational health and safety. It’s a two-step process aimed at first uncovering potential hazards within a workplace, then evaluating the extent of risks these hazards might pose to employees, processes, or the environment. The core objective of HIRA is centred on proactively preventing accidents, injuries, and occupational illnesses by addressing potential hazards before they escalate into safety incidents. Through a methodical analysis of hazards and risk assessment, organizations can effectively prioritize mitigation efforts, allocate resources efficiently, and establish a safer work environment for all stakeholders involved.
BENEFITS OF IMPLEMENTING HIRA?
Implementing a robust workplace safety program, such as the HIRA (Hazard Identification and Risk Assessment), offers numerous benefits to organizations, including:
• Employee Health and Well-being: Prioritizing workplace safety minimizes accidents and injuries, resulting in a healthier workforce with fewer instances of illness or disability.
• Cost Reduction: Preventing accidents reduces healthcare expenses, workers’ compensation claims, and potential legal costs. It also minimizes downtime and enhances productivity by curbing absenteeism.
• Enhanced Morale and Productivity: A safe work environment boosts employee morale, leading to increased productivity and job satisfaction. This positive atmosphere can also reduce turnover rates.
• Quality Enhancement: A safe workplace correlates with higher quality output as employees are more focused and less error-prone when supported by effective safety protocols.
• Competitive Advantage: A strong commitment to workplace safety differentiates an organization from its competitors, appealing to clients and partners who prioritize employee well-being.
White paper pragmatic safety solutionsCraig Tappel
Small to mid-sized firms have a variety of safety-related challenges and priorities to address. The safety function is typically assumed by someone from Human Resources, Facilities, Finance, and/or Operations. We are not attempting to make anyone an expert in any of these areas; rather, we aim to provide a general guide to what key safety priorities to focus on, given limited time and capital resources.
Health and Safety Management System at Noyan Lankan Pvt. Ltd. Of Mas Holdings Tharushika Ruwangi
After completing our “Human Resource Management” module, we were asked to prepare a report on Employee Health and Safety in an organization as an assignment. And also we were asked to do a presentation on that.
So, at first our group members got together and discussed what organization should be taken. Among the ideas we thought to select Noyan Lankan Pvt. Ltd. Of Mas Holdings, which have a world known trade name in world apparel industry.
We have observed the Health and Safety Management System at Noyan Lankan Pvt. Ltd. Of Mas Holdings in the next pages of this report.
Contractor Safety Beyond Compliance - Modeling OSHA’s recommended best practi...browzcompliance
In this presentation, the speaker will address how the many pieces of safety/health are put together to fit into a larger management system – where the whole is greater than the sum parts. Host employers who hire contractors can utilize the seven core elements to assess their supply chain companies – using a beyond compliance approach to vetting their suppliers.
46 ProfessionalSafety FEBRUARY 2017 www.asse.org.docxalinainglis
46 ProfessionalSafety FEBRUARY 2017 www.asse.org
Program Management
Peer-reviewed
P
art 1 of this article (PS, January 2017,
pp. 36-45) discussed the three key elements
of a modern occupational safety program:
engineering and technical standards and controls,
management and operation systems, and human
factors. Each element plays an important role, yet
many organizations continue to stress one at the
expense of the others, which creates an unbalanced
and ineffective OSH program. The human factor is
present in most every incident, yet often the focus
is too narrowly trained on blaming at-risk behav-
iors or unsafe acts rather than on identifying and
addressing the conditions, systems and norms that
enable or cause those errors.
Part 2 of this article examines how employers
can better incorporate engineering and system
elements into worker-oriented initiatives to cre-
ate a more comprehensive approach to OSH and
thereby better understand incident causes, reduce
incident rates, confirm regulatory compliance, and
prevent serious injuries and fatalities.
Proving due diligence
While some allege that companies may use
behavior-based safety (BBS) as due-diligence
or reasonable-care proof in potential litigation
(United Steelworkers Local 343, 2000), in the au-
thor’s opinion, BBS observation documentation
does not appear to be strong in that regard, as it
is typically based on basic observations of work-
ers’ behaviors by nonprofessionals, and often
has nothing to do with recognizing and control-
ling occupational hazards. Traditional regulatory
compliance-based safety systems should be ex-
pected to provide due diligence.
only applicable to “best in class”?
BBS programs are often recommended for best-
in-class companies that already have engineering
controls and systems in place and an excellent
safety culture. Implementation in less-advanced
safety systems may be less ideal.
For example, “Practical Guide for Behavioral
Change in the Oil and Gas Industry,” states:
During the past 10 years, large improvements
in safety have been achieved through improved
hardware and design, and through improved
safety management systems and procedures.
However, the industry’s safety performance has
leveled out with little significant change being
achieved during the past few years. A different
approach is required to encourage further im-
provement. This next step involves taking action
to ensure that the behaviors of people at all lev-
els within the organization are consistent with an
improving safety culture. (Step Change in Safety,
2001)
The potential effect of behavior modifications on
safety performance (incident rates) is illustrated in
Figure 1 (p. 48). The conclusion suggested by Fig-
ure 1 is that significant incident reduction can be
achieved through engineering and systems con-
trols. When those two are addressed, an organi-
zation can then work on behavioral modifications
for further imp.
Safety Inspections and Sample Safety Inspection.Health and safety training D...Salman Jailani
Safety Inspections and Sample Safety Inspection.Health and safety training Definition of risk WHAT ARE PERMITS-TO-WORK
Mechanical Engineering
00923006902338
In contemporary work settings, ensuring the safety and well-being of employees stands as a paramount concern. Each year, workplace incidents lead to countless injuries and substantial financial losses for businesses globally. Consequently, implementing proactive safety measures becomes imperative. Enter HIRA – Hazard Identification and Risk Assessment. HIRA serves not merely as another safety protocol but as a strategic approach aimed at identifying potential hazards and evaluating associated risks. This proactive methodology not only elevates workplace safety but also instils a culture of prevention and readiness within organizations. In this blog, we will delve into the significance of HIRA, its implementation process, and benefits it presents in transforming workplace safety standards.
WHAT IS HIRA?
HIRA, which stands for Hazard Identification and Risk Assessment, embodies a systematic approach utilized to identify potential hazards within the workplace and evaluate their corresponding risks. HIRA serves as a critical component in the field of occupational health and safety. It’s a two-step process aimed at first uncovering potential hazards within a workplace, then evaluating the extent of risks these hazards might pose to employees, processes, or the environment. The core objective of HIRA is centred on proactively preventing accidents, injuries, and occupational illnesses by addressing potential hazards before they escalate into safety incidents. Through a methodical analysis of hazards and risk assessment, organizations can effectively prioritize mitigation efforts, allocate resources efficiently, and establish a safer work environment for all stakeholders involved.
BENEFITS OF IMPLEMENTING HIRA?
Implementing a robust workplace safety program, such as the HIRA (Hazard Identification and Risk Assessment), offers numerous benefits to organizations, including:
• Employee Health and Well-being: Prioritizing workplace safety minimizes accidents and injuries, resulting in a healthier workforce with fewer instances of illness or disability.
• Cost Reduction: Preventing accidents reduces healthcare expenses, workers’ compensation claims, and potential legal costs. It also minimizes downtime and enhances productivity by curbing absenteeism.
• Enhanced Morale and Productivity: A safe work environment boosts employee morale, leading to increased productivity and job satisfaction. This positive atmosphere can also reduce turnover rates.
• Quality Enhancement: A safe workplace correlates with higher quality output as employees are more focused and less error-prone when supported by effective safety protocols.
• Competitive Advantage: A strong commitment to workplace safety differentiates an organization from its competitors, appealing to clients and partners who prioritize employee well-being.
White paper pragmatic safety solutionsCraig Tappel
Small to mid-sized firms have a variety of safety-related challenges and priorities to address. The safety function is typically assumed by someone from Human Resources, Facilities, Finance, and/or Operations. We are not attempting to make anyone an expert in any of these areas; rather, we aim to provide a general guide to what key safety priorities to focus on, given limited time and capital resources.
Health and Safety Management System at Noyan Lankan Pvt. Ltd. Of Mas Holdings Tharushika Ruwangi
After completing our “Human Resource Management” module, we were asked to prepare a report on Employee Health and Safety in an organization as an assignment. And also we were asked to do a presentation on that.
So, at first our group members got together and discussed what organization should be taken. Among the ideas we thought to select Noyan Lankan Pvt. Ltd. Of Mas Holdings, which have a world known trade name in world apparel industry.
We have observed the Health and Safety Management System at Noyan Lankan Pvt. Ltd. Of Mas Holdings in the next pages of this report.
Contractor Safety Beyond Compliance - Modeling OSHA’s recommended best practi...browzcompliance
In this presentation, the speaker will address how the many pieces of safety/health are put together to fit into a larger management system – where the whole is greater than the sum parts. Host employers who hire contractors can utilize the seven core elements to assess their supply chain companies – using a beyond compliance approach to vetting their suppliers.
46 ProfessionalSafety FEBRUARY 2017 www.asse.org.docxalinainglis
46 ProfessionalSafety FEBRUARY 2017 www.asse.org
Program Management
Peer-reviewed
P
art 1 of this article (PS, January 2017,
pp. 36-45) discussed the three key elements
of a modern occupational safety program:
engineering and technical standards and controls,
management and operation systems, and human
factors. Each element plays an important role, yet
many organizations continue to stress one at the
expense of the others, which creates an unbalanced
and ineffective OSH program. The human factor is
present in most every incident, yet often the focus
is too narrowly trained on blaming at-risk behav-
iors or unsafe acts rather than on identifying and
addressing the conditions, systems and norms that
enable or cause those errors.
Part 2 of this article examines how employers
can better incorporate engineering and system
elements into worker-oriented initiatives to cre-
ate a more comprehensive approach to OSH and
thereby better understand incident causes, reduce
incident rates, confirm regulatory compliance, and
prevent serious injuries and fatalities.
Proving due diligence
While some allege that companies may use
behavior-based safety (BBS) as due-diligence
or reasonable-care proof in potential litigation
(United Steelworkers Local 343, 2000), in the au-
thor’s opinion, BBS observation documentation
does not appear to be strong in that regard, as it
is typically based on basic observations of work-
ers’ behaviors by nonprofessionals, and often
has nothing to do with recognizing and control-
ling occupational hazards. Traditional regulatory
compliance-based safety systems should be ex-
pected to provide due diligence.
only applicable to “best in class”?
BBS programs are often recommended for best-
in-class companies that already have engineering
controls and systems in place and an excellent
safety culture. Implementation in less-advanced
safety systems may be less ideal.
For example, “Practical Guide for Behavioral
Change in the Oil and Gas Industry,” states:
During the past 10 years, large improvements
in safety have been achieved through improved
hardware and design, and through improved
safety management systems and procedures.
However, the industry’s safety performance has
leveled out with little significant change being
achieved during the past few years. A different
approach is required to encourage further im-
provement. This next step involves taking action
to ensure that the behaviors of people at all lev-
els within the organization are consistent with an
improving safety culture. (Step Change in Safety,
2001)
The potential effect of behavior modifications on
safety performance (incident rates) is illustrated in
Figure 1 (p. 48). The conclusion suggested by Fig-
ure 1 is that significant incident reduction can be
achieved through engineering and systems con-
trols. When those two are addressed, an organi-
zation can then work on behavioral modifications
for further imp.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
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Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
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1. 5 Steps to MSI Prevention
A Guide for Ergonomics Program Development
Prepared by Manu Nellutla, CCPE
COO, Maufacturing Safety Alliance of BC
August 2016
2. PREPARED BY:
Manu Nellutla, CCPE
COO, Maufacturing Safety Alliance of BC
August 2016
Table of Contents
Definitions 1
Acronyms 1
Introduction 2
MSI Management System (Strategic Framework) 2
Five Steps to MSI Prevention: Process Flow Chart 3
Five Steps to MSI Prevention: Process Details 4
Step 1 Identify the problem and review the current situation 4
Step 2 Identify the resources available and constitute ergonomics team 5
Step 3 Conduct ergonomics assessment with systems approach 6
Step 4 Review recommendations with JHSC/Management
and make necessary changes 7
STEP 5 Regular Evaluation of the MSI Prevention Program 8
Conclusion 9
Acknowledgements 9
3. Definitions
“Musculoskeletal injury” (or MSI) means an injury or disorder of the muscles, tendons, ligaments, joints,
nerves, blood vessels or related soft tissue including a sprain, strain and inflammation, that may be
caused or aggravated by work. (WorkSafeBC, 2015).
Ergonomics (or human factors) is the scientific discipline concerned with the understanding of
interactions among humans and other elements of a system, and the profession that applies theory,
principles, data and methods to design in order to optimize human well-being and overall system
performance. (International Ergonomics Association, 2015).
Acronyms
JHSC: Joint Health and Safety Committee
MSI: Musculoskeletal Injury (Injuries)
OHS: Occupational Health and Safety
PE: Participatory Ergonomics
STENA: Specific Task Ergonomics Needs Assessment
MSI Prevention Guide - 2016
1
T 1.604.795.9595 F 1.604.795.9507 E manufacturing@safetyalliancebc.ca
4. Introduction
Manufacturing Safety Alliance of BC’s MSI Prevention Guide has been developed to provide guidance
to an organization in implementing an ergonomics program at their workplace.
This guidebook was developed taking into consideration WorkSafeBC’s OHS regulations 4.46 to 4.53
which cover the risk factors, identification by assessment, and controls to be put in place. They also state
the components of an ergonomics program by discussing the education and training needed and the
evaluation of the program.
MSIs, including strains and back strains, took
up around 69% of the top five injury claims in
BC in 2013 (WorkSafeBC). This demonstrates
the need to introduce ergonomics programs at
workplaces to prevent the occurrence of MSIs.
This guidebook provides simple yet succinct
information on how to develop a program
while following the Plan-Do-Check-Act
Cycle framework.
Top 5 Injury Claims in BCWSBC Statistics 2013
MSI Management System (Strategic Framework)
PLAN DO CHECK ACT
Planning Implementation
Evaluation &
Corrective Action
Management Review
& Continuous Improvement
Occupational Safety Standard of Excellence (OSSE)—which is BC’s manufacturing sector’s health and
safety standard—has, as part of its audit, an element on MSIs. The element C.11 looks into various
process and procedures put in place to prevent and mitigate the risk of MSIs.
2 safetyalliancebc.ca | Unit A, 43833 Progress Way | Chilliwack, BC V2R 0E6
5. Five Steps to MSI Prevention: Process Flow Chart
STEP 1
STEP 2
STEP 3
STEP 4
STEP 5
Train staff members on
Ergonomics Assessment
Procedures
Identify the problem (MSIs)
Review current situation
- Injury/incident reports
- Cost spent/available
- Department/area
- Part of the body
Constitute
Ergonomics Team
Make changes to the
task/process as necessary
Identify resources available
(Do we have people trained
to complete proper
Ergonomics Assessments?)
Review recommendations
with JHSC and Management
Conduct Ergonomics Assessments with a Systems Approach (STENA)
Regular evaluation of the MSI Prevention Program
YES
NO
MSI Prevention Guide - 2016
3
T 1.604.795.9595 F 1.604.795.9507 E manufacturing@safetyalliancebc.ca
6. Five Steps to MSI Prevention: Process Details
Step 1 Identify the problem and review the current situation
The first step in the developing of an ergonomics program is to identify the existing problem. This can be
done by the following steps:
REVIEW EXISTING RECORDS Incident Reports:
Each week, supervisors should review injury and incident reports
including near miss and first aid records with management and
workers. Use these records to identify the departments, work
areas, jobs and tasks implicated in these events. This information
should be relayed to the JHSC for intervention.
Injury Statistics:
A review of injury statistics should take place every month with
supervisors
and management.
COMPLETION OF WORKER
SYMPTOM SURVEYS
Worker Symptom Surveys should be distributed annually to ob-
tain worker feedback regarding their personal health and poten-
tial issues of concern. Results of the surveys should be provided
back to the workforce and the JHSC.
Apart from the above, the following lists other triggers for an evaluation.
• A worker reports an MSI sign or symptom
• The identification of jobs, processes, or work activities where work-related ergonomics risk factors may
cause or aggravate MSIs.
• Any change of jobs, tasks, equipment, tools, processes, scheduling, or work-shift hours (for example,
going from a traditional five-day, eight-hour shift to a compressed four-day, ten-hour shift)
• A safety walk-through or scheduled inspection or survey uncovers potential MSI risks.
4 safetyalliancebc.ca | Unit A, 43833 Progress Way | Chilliwack, BC V2R 0E6
7. Step 2 Identify the resources available and constitute ergonomics team
The MSI risk assessment process is designed to be both proactive and reactive in nature. The success
of the risk assessment process is predicated on the involvement of the employees (participatory
ergonomics) through the establishment of an ergonomics team, and the support of management.
A participatory ergonomics (PE) team can be made up of people from within the Joint Health and
Safety Committee.
The goals of a PE team are to:
• Provide a streamlined approach to identifying, assessing, and controlling the risk
for MSIs in manual tasks following the MSI risk assessment process
• Proactively seek out potential MSI hazards
• React to issues of concern brought forth by workers, supervisors, or managers
• Promote continuous improvement in workplace ergonomics
The ergonomics team should be trained in the MSI risk assessment process as well as the various
tools to complete a worksite evaluation. The process is iterative in nature to ensure that risk levels
are continually being minimized until such time as a hazard can be fully eliminated.
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8. Step 3 Conduct ergonomics assessment with systems approach
Using a systems approach of assessing ergonomics hazards—including the various domains of
ergonomics: physical, cognitive, organizational and environmental—the trained PE team should be able
to conduct an MSI risk assessment.
The process of the risk assessment should constitute the following steps:
MSI RISK ASSESSMENT PROCESS TOOLS
STEP 1 Hazard Identification WorkSafeBC Worksheet A: Symptom Survey
STEP 2 Risk Analysis WorkSafeBC Worksheet B: RULA , REBA , JSI
Lift/Lower Calculator
Push/Pull/Carry Calculator
STEP 3 Risk Control Selection and
Implementation
Elimination/Substitution
Engineering Controls
Administrative Controls
Personal Protective Equipment
STEP 4 Risk Control Evaluation Employee Interviews/Surveys
STEP 5 Knowledge Management Record Keeping
Statistics
RULA Rapid Upper Limb Assessment REBA Rapid Entire Body Assessment JSI Job Strain Index
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9. Step 4 Review recommendations with JHSC/Management
and make necessary changes
The findings from the risk assessment process should be presented to the JHSC for review along
with the various controls. The following risk controls should be considered by PE team and JHSC
in order to make necessary changes to the task.
CONSIDERATIONS
ENGINEERING
CONTROLS
Workspace Design Mobility requirements
Workstation height requirements
Workstation reach requirements
Workstation clearance requirements
Task Design Manual handling tasks
Tool handling tasks
Driving/equipment operation tasks
Quality control tasks
Environmental Design Temperature controls
Lighting controls
Noise controls
Heating, ventilation and air conditioning (HVAC) controls
ADMINISTRATIVE
CONTROLS
Work Schedule
Adjustments
Shift design including overtime/on call/extended hours
Shift work considerations
New worker and return to work adjustment periods
Work Pacing Job rotation
Job enlargement
Break schedule
Promotion of micro breaks
Worker control
Work Procedures Provision of adequate resources
Redesign of work methods or communication processes
Worker Training Delivery and method of training
Evaluation of training
MSI PERSONAL
PROTECTIVE
EQUIPMENT
Anti-fatigue matting
Anti-vibration gloves
Boot insoles
Kneepads
Kneeling boards
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10. STEP 5 Regular evaluation of the MSI prevention program
Based on the established objectives and targets, the company should evaluate the MSI prevention
program on a quarterly basis.
Key metrics to be reviewed should include:
• Number of changes implemented based on identified MSI hazards and concerns
• Reduced MSIs injury rates
• Improved communications between workers and management
• Improved reporting of hazards
• Improved reporting of MSI signs and symptoms by workers
• Improved work efficiency
• Number of safety initiatives promoting MSI reduction
(e.g. training, toolbox talks, awareness campaigns)
• Improved participation by workers and supervisors
• Improved understanding and perception of the MSI prevention program and its effectiveness
• Improvement in use of mechanical aids
• Improvement in work methods and behaviours
The management review will include an assessment of opportunities for continual improvement.
The organization shall continually improve the effectiveness of the ergonomics program. This may
include review of current control strategies, review of best available methods, technologies, and
procedures to address residual risks, and implementation strategy to ensure continual improvement.
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11. Conclusion
Preventing and reducing MSIs is an important aspect of health and safety systems because MSIs develop
both acutely and over time. Return to Work programs also get impacted with the prolonged presence
of MSIs. Developing a robust ergonomics program has been one of the challenging tasks for most of the
organizations. Following ‘5 Steps to MSI Prevention’ will provide organizations with proper guidance on
successful implementation of an ergonomics program.
Acknowledgements
The ‘5 Steps to MSI Prevention’ guidebook has been developed by the Manufacturing Safety Alliance
of BC in partnership with Canadian Materials Handling and Distribution Society (CMHDS) and BC
Chiropractors Association as part of the Transportation Initiative Committee.
The Transportation Initiative Committee comprises of:
• Dan Beer, Director of Sales at Forklift Blackbelt, CMHDS President
• Rick LeBlanc, Writer and Editor at Packaging Revolution, CMHDS
• Ryan Parry, PDC Manager at Toyota Canada, CMHDS
• Dr. Don Nixdorf, Director at College of Chiropractors of BC, Director at Vertebral Media,
Vice President at Farabloc Development Corporation
• Rick Nickelchok, Executive Director at BC Chiropractic Association
• Theresa Holizki, Q.C., Advisor to Manufacturing Safety Alliance of BC
• Manobhiram (Manu) Nellutla, CCPE, COO at Manufacturing Safety Alliance of BC
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