Ssc ergo

Ergonomics and Industrial safety

CHAPTER -ONE

Introduction

Background of the Study:

It is the quality of the employee’s workplace environment that most impacts on the level of
employee’s motivation and subsequent performance. How well they engage with the organization,
especially with their immediate environment, influences to a great extent their error rate, level of
innovation and collaboration with other employees, absenteeism and, ultimately, how long they
stay in the job.

Most people spend fifty percent of their lives within indoor environments, which greatly influence
their mental status, actions, abilities and performance (Sundstrom, 1994). Better outcomes and
increased productivity is assumed to be the result of better workplace environment. Better physical
environment of factory will boosts the employees and ultimately improve their productivity.
Various literature pertain to the study of multiple factory and factories buildings indicated that the
factors such as dissatisfaction, cluttered workplaces and the physical environment are playing a
major role in the loss of employees’ productivity (Carnevale 1992, Clements-Croome
1997).Hughes (2007) surveyed 2000 employees pertain to various organizations and industries in
multiple levels. The reported results of these survey showed that nine out of ten believed that a
workspace quality affects the attitude of employees and increases their productivity. Employees in
different organizations have different factory designs. Every factory has unique machine
arrangements, lighting and heating arrangements and different levels of noise. The purpose of this
study is to analyze the impact of environmental factors on workers performance.

Many managers do not have much flexibility in their staffing patterns in the short-term, and
managers must "deal with the hand they are dealt." In such situations, controlling the work
environment is often the most feasible short-term option, beyond skill training, for improving
outcomes.

There are other factors that when combined provide a more powerful determinant of employee
performance. When these other factors are missing or diluted, the employee does come to work

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only for a paycheck. In this case, the employee is present at work in body only, leaving their mind
outside the gate.

Health, machine arrangement and work environment have become common topics in the
mainstream media, in practitioner-oriented magazines and journals and, increasingly, in scholarly
research journals. The purpose of this study is to examine the relationship between personality,
work environment preferences, and the outcome variables, performance and commitment. In this
research, first we review the literature that serves to define health and well-being in the workplace
and favorable work environment. We then discussed the primary factors associated with
productivity and performance, the consequences of low levels of health and well-being, advanced
strategies to adapt right environmental factors that affect performance. Finally, we highlight
important future directions for future theory, research, and practice regarding environment and
working ability from an organizational perspective.

We develop hypotheses for and test the model presented. In developing our model, we begin with
a discussion of the relationship between personality, work environment and performance, followed
by a literature review of the relationships between big personality factors, health, work
environment, and employee performance and commitment.

Increased personal control and comfort needs of employees triggered the concern among
organizations to provide them with environmental factors, which fulfills the employees’ needs and
helps to boost their productivity. Most people spend fifty percent of their lives within indoor
environments, which greatly influence their mental status, actions, abilities and performance
(Sundstrom, 1994). Better outcomes and increased productivity is assumed to be the result of
better workplace environment.

The key factors that affect employees’ productivity and performance fall into two categories:

 Those that are driven by procedures, protocols and management requirements (work
environment)
 The factors that arise from premises, or factory design

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History of the Company:

Bahir Dar Textile Share Company was established in 1961 with a capital of 9,650,000 birr. It was
established in Bahir Dar town around Abay River and it is planted by the money obtained from the
Italian government for the purpose blood compensation.

The company had 20,000 spindles; 50 ring frame machines, 360 weaving machines (Galileo) and
one old model of finishing processing line at the origin. It covers the total land area of 48,000
square meters of which 39,200 square meters is covered by buildings. The main objective of the
enterprise was to help the persons around the company and also creating job opportunity for the
peoples. It is produced different kinds of 100% cotton clothes and yarns, warps and wefts for local
weavers and other market centers.

At the origin, the owner of the factory is given to the government that is share of 99% was given to
the minister of finance and the remaining 1% for five different organizations. These were:

 Agricultural and industrial development bank.
 Ethiopian Cement Corporation.
 Commercial Bank of Ethiopia.
 Electric and Energy Corporation.
 Debre Birhan Suif Factory.

In 1989, the factory reestablished its spinning and weaving section by replacing most of the
machines that were obsolete. In this year, the number of weaving machines risen to 426 and the
capital of the enterprise to birr 15,570,371. In 1999, the company was transformed from public
enterprise to share company and financially also restructured.

Current Business Activities and Lines of Operation

Trading and Distribution:

 Distribution of products to whole sellers.
 Exports yarn, bleached sheeting, printed sheeting products, but currently this is available
due to expansion or renovations of its production machines.

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Manufacturing:

 Abay shema, Abujdid, kutta, poplin, kaki.
 Printed mattress, Bed sheet, and sheeting.
 Bleached sheeting.
 Dyed Bed sheet, sheeting.
 Yarn.

Annual Planned Production Capacity and Turnover

Table1 annual planned production capacity

Product type measurement 2001 2002 2003

fabric M2 7,060,454 4,263,520 5,771,230

yarn kg 422,634 386,453.5 596,945

Monthly Production capacity and wastes

The production data are tabulated for three-month periods as follows.

Table 2 sample of monthly production starting from February to April 2012

S.No month Products (kg) Wastes(kg) %

1 February 489330.5 15130.05 3.1

2 March 492135.5 14833.5 3.01

3 April 302615.05 13840.95 4.57

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OBJECTIVE OF THE PROJECT

General and specific objectives:

General objective:

 To analyze the impact of environmental factors on workers performance in Bahirdar textile
factory, weaving section.
 To recommend solutions how they can improve environmental factors ergonomically.

Specific objectives:

 To reduce/prevent any hazard, injury and illness due to environmental factors to the
worker. Such as:
 Dust particles
 High sound of machines (noise)
 Workers workspace (maximum reach)
 High vibration
 High temperature (lack of ventilation and minimum height of roof)
 To recommend best mechanisms to the organization to protect workers from hazard.
 To asses factors affecting workers performance

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Methodology

Research is a systematic method of finding solutions to problems. It is essentially an investigation,
a recording and an analysis of evidence for the purpose of gaining knowledge. According to
writers, “research comprises of defining and redefining problem, formulating hypothesis or
suggested solutions, collecting, organizing and evaluating data, reaching conclusions, testing
conclusions to determine whether they fit the formulated hypothesis”.

Design

We used both qualitative and quantitative methodology in data collection and data analysis.

Population

The population of our research project was some employees of weaving section in textile factory
performing their works (tasks). However sample was taken from different operators working in
different working area of the section.

Sample Size

Sample of 30 respondents was obtained from those operators who those works in each three shifts
of the section.

Data Collection:

Sources:

There were different sources of data collection:

• Direct observations: excellent approach to discover behaviors

• Surveys: best for gathering brief written responses on attitudes, beliefs regarding library
programs.
• Interviews: good approach to gather in-depth attitudes, beliefs, and anecdotal data from
individual patrons.

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We collected data thorough questionnaire.

Data Collection Strategy

Following was the data collection strategy for our research:

A. Questionnaire

A well defined questionnaire that was used, effectively gathered information on working condition
of the section, effectiveness and performance of workers on the current section as well as
information about injuries, illness & other hazards which will happen on the workers.

. B. Nature of Questions Asked

The questionnaire consisted of open ended, dichotomous, and ranking questions.

C. Variables of the Study

The direct variables of the study were environmental factors and worker performance

Presentation of Data

The data will be presented through charts and tables.

Data Analysis

The survey analyzed quantitatively, while interpretive analysis will use to analyze and examine
further data in the research. Appropriate qualitative methodology, graphic representation will use
and the research report will be written in narrative form

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CHAPTER -TWO

Problem statement:

Bahirdar textile Share Company has different workplace area to perform different activities in
different workstations. To do this it separates different building rooms for different activities
consisting of higher workforce and number of machine inside it. In our case we have select one of
those section, weaving section to facilitate our objectives. In this section there are a number of
machines and workforce level to perform their intended purpose.

This section has poor work environment such as: light intensity, temperature, vibration, air
condition, noise. It has no suitable working environment to the worker. This will be the cause that
will be a factor for the workers poor performance .For such a reason workers will lose
effectiveness, health condition, interest to do their task, level of innovation and collaboration with
other employees etc. The problems that we observe on the current work environment of the
section are:

 Lack of ventilation system, to optimize the temperature vibration due to different factors
inside the section
 Bad noise of all the machines
 Dust particles extract from machine and robot
 Machine vibration movement
 Minimum height of roof
 Lighting system of the section
 Less worker co-ordination with the management system
 Light from the inspection machine affects worker’s eye and skin

Since the company is profitable company, it should be not only profit based but also it should
enhance environmental factors that will cause workers performance highly. Worker’s
environmental factor should be improved through different mechanism so as to increase their
performance

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CHAPTER- THREE

Literature Review

A widely accepted assumption is that better workplace environment produces better results. The
performance of an employee is measured actually by the output that the individual produces and it
is related to productivity. At corporate level, productivity is affected by many factors such as
employees, technology and objectives of the organization. It is also dependent on the physical
environment and its affect on health and employees’ performance.

Personality, Health, Work Environment, and Performance

According to Schneider (1987), "the people make the place," and people are differentially attracted
to, differentially selected, and differentially leave organizations. Costa, McCrae, and Holland
(1984) assert that people begin this process by selecting into vocations that match their
personalities. Similarity between a job applicant's values and the values of recruiters and
employees within organizations has been shown to result in improved work attitudes and increased
performance after organizational entry (Judge and Cable, 1997; Chatman, 1991). Research by
Cable and Judge (1994) and Judge and Cable (1997) provides evidence that applicants pro-actively
choose such organizational environments based on individual preferences, as they found that job
candidates seek organizations with reward systems and cultures that fit their personalities. Of even
greater significance is the possibility that the relationship between personality characteristics and
specific work environments may influence performance (Hurtz and Donovan, 2000).

The general trend in the research has been towards increased optimism regarding the utility of
personality tests in personnel selection with the goal of ultimately enhancing job performance
(Behling, 1998; Hogan et al, 1996; Hum and Donovan, 2000; Mount and Barrick, 1995).

Personality Traits as Sources of Stress:

Past studies have indicated the potential impact of personality traits on job stress (Goldberg, 1993;
Deary and Blenkin, 1996; Snyder and Ickes, 1985). Five personality dimensions that have been
identified are neuroticism, extraversion, openness, agreeableness, and conscientiousness (Costa
and McCrae, 1985; McCrae and Costa, 1991; Costa and McCrae, 1992; McCrae, 1992).

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The neuroticism domain reflects one's degree of emotional stability and adjustment.

Extraversion assesses the extent to which individuals are assertive, active, and talkative.

Openness measures the extent to which persons are open to new experiences, are creative and
imaginative, and prefer variety. Agreeableness reflects the extent to which one is altruistic and
cooperative. Conscientiousness measures one's self-control and purposefulness and is associated
with academic and occupational achievement.

Of these five personality dimensions, neuroticism has been found to have a positive relationship
with job stress (Deary and Blenkin, 1996; Tellegen, 1985; Birch and Kamali, 2001).

The general consensus has been that personality holds utility as a predictor of job performance,
specifically the conscientiousness dimension (Behling, 1998). Research has also provided evidence
of linkages between personality dimensions with narrower facets of performance. Research by
Motowidlo and Van Scotter (1994; Van Scotter and Motowidlo, 1996) suggests that personality
has a larger impact on contextual (as opposed to task-oriented) dimensions of performance;
specifically, extraversion and agreeableness were more strongly related to interpersonal
facilitation. Hurtz and Donovan (2000) found that emotional stability and agreeableness were also
significant predictors of interpersonal facilitation, and emotional stability was a predictor of task
performance.

However, a number of different studies have begun to illustrate that the effects of personality on
performance may be more indirect. Recent research indicates the intervening effects of
performance expectancies, self-efficacy, and goal setting on the relationship between
conscientiousness and performance (Barrick et al, 1993; Gellatly, 1996; Martocchio and Judge,
1997). These studies illuminate a significant gap in the literature-that Age research to date has
disproportionately focused on the direct linkage between personality and performance, and ". . . if
we are to truly understand the relationship between personality and job performance, we must
move beyond this divaricated relationship and toward specifying the intervening variables that link
these domains" (Hurtz and Donovan, 2000:877).

A widely accepted assumption is that better workplace environment produces better results. The
most important of workplace environment factors that either lead to engagement or disengagement

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are shown in the following diagram. A close consideration of each of these factors is also very
useful in ensuring that employees apply the skills they learn during training programs once they
return to their workplace. Tending to the structural and interpersonal aspects of each of these
factors enables employees to apply the required skills in a consistent and habitual way.

According to Moos (1981), work environment preferences can be measured using three
dimensions of work environment settings: system maintenance, goal orientation, and relationship
dimensions. System maintenance refers to how orderly and organized the work setting is, how
clear it is in its expectations, and how much control it maintains. Goal orientation assesses the
degree to which an environment encourages or stifles growth through providing for participation in
decision making and autonomy, maintaining a task orientation, and providing job challenge and
expectations for success and accomplishment. The relationship dimension measures the degree of
interpersonal interaction in a work environment, such as the social communication exchanges and
cohesion among workers, and the friendship and support provided by co-workers and
management. These work environment preferences have been shown to affect individuals' personal
functioning at work (Billings and Moos, 1982). Examination of work environment preferences can
help identify organizational factors that may be problematic, and can guide interventions aimed at
reducing employee stress in a variety of work settings.

The key factors that affect employees’ productivity and performance fall into two categories:

• Those that are driven by procedures, protocols and management requirements (work
environment)
• The factors that arise from premises, or factory design.

Management driven factors include the development of:

• Organization plans such as the allocation of responsibilities at all levels of the organization,
definition of job descriptions and the degree of access to the management and administrative
support needed to complete their tasks;

•Working patterns, shift-working, break times, absence or holiday cover; and

•Health and safety policies, including the provision of training, development of safe working
practices and the adequate supply of protective clothing and equipment.

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The factors that arise from premises, factory design:

 Workspace availability
 Light intensity
 Weather/temperature
 Ventilation/humidity
 Noise/vibration
 Premises hygiene/welfare facilities

The work environment can have an impact on an individual’s ability to work safely, competently
and in compliance with operational performance targets.

Noise:
 It is probably the most frequently forgotten of the environmental pollutants whose effects
can be far-reaching. Noise harms us in more ways than we can think of and at times
without us even knowing about it. We cannot have a noise free world but we sure can have
a noise safe world. There are various sources of noise pollution. In some places noise from
construction projects predominate, while in others it is vehicular traffic or noise from
airports. Other sources include the noise in occupational settings or even the noise of
simultaneous conversations. In our country unleashed loudspeakers disturb the
neighborhood on seemingly endless nights, where the laws are either battered in the name
of religion or just for fun.
 Talking of the business world, office noise poses some serious concerns. But the severity of
this potential problem is overlooked. In a recent study completed for the American Society
of Interior Designers (ASID) by Yankelovich Partners, 70% of office workers polled
agreed that productivity can increase if office noise is decreased. But a subsequent study
(conducted for ASID by LC Williams and Associates) proved that business executives do
not acknowledge office noise: 81% of those who polled reported they were not concerned
with office noise.
 Through this discrepancy, it is apparent that companies must increase their attentiveness of
the acoustic environments of open spaces, if business success is to be achieved. Beyond
productivity, operation acoustics also affects employee health and safety. Many studies

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acknowledge that noise (even at low levels) is a cause of stress that causes health problems
such as digestive disorders, headache, hypertension, and ulcers. Unhealthy employees not
only would be a cause of concern but also their health is directly proportional to their
productivity and hence their performance. One of the most important aspects of an open
office, as far as productivity is concerned, is the ability to conduct work without distraction.
 Architects and interior designers have a big and profound responsibility to design
functional and sound safe environments. It is very difficult, if not impossible to meet these
goals without considering acoustics. Acoustics is essential to the functioning of almost
every type of environment. Some environments can even become dangerously loud and
unsafe for the occupants. In order to effectively address these issues, acoustics should be
considered in the design phase itself. If your space does not meet the needs of the end user
or is found to be unsafe, you could be held liable, and worst yet, you could be putting
people in danger.
 Very often, noise does not produce visible results. That is why probably, people believe
that noise does not cause health hazards. But as per different studies, noise creates health
hazards affecting children the most, with extremely high noise levels even causing hear
loss in newborns.
 Virtually every space demands acoustic attention in order to function for its specified
purpose. Architects and Interior designers have a notion that acoustically treated spaces are
not aesthetically appealing. But thanks to the perseverance of certain individuals and their
constant innovative study and experience, today’s acoustics have both ‘beauty and brains’.
Now acoustics is no more limited only to the dark cinema halls or big auditoriums, it has
become a part of homes, factory, hospitals, educational institutes and also retail spaces.
 Allowing the end-users to experience true acoustic comfort in the spaces designed will be
appreciated anytime. Noise can cause irritation, annoyance, anxiety, anti-social behavior,
hostility and violence. It should not be forgotten.
 There are plenty of solutions available to combat potential acoustic problems in open-office
spaces in order to facilitate employee productivity. In the past, there has been a stigma
associated with acoustic products. Some professionals think they’re utilitarian and that they
limit your design options, but this could be nothing but taking one further away from the
truth.

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 Today with the endless options in acoustic themes and with the widened horizon of
designers who now combine architecture with acoustic designing, an acoustically perfect,
well furnished factory could be designed which will take care of noise and will also give
the visual delight of perfect interior designing.
Light intensity:
 Up until recently, the only purpose of indoor lighting was to aid with visually directed tasks
when there wasn't enough external light. But a recent discovery has shown that light has an
impact beyond merely helping us see. Non visual receptors in the retina of the eye form
nerve pathways that directly influence our biological clock, the part of our brains that
controls and moderates sleep and wakefulness, directly affecting our levels of alertness.
 Light is an important therapy treatment for individuals who suffer from SAD (seasonal
affective disorder). SAD includes depressive symptoms and is experienced by
approximately six out of one hundred people in the developed world, primarily in the
autumn and winter months, when the days are shorter. Some studies shows as much as 10
percent of people are affected.
 Seasonal Affective Disorder (SAD) is a type of clinical depression related to morning light
deprivation, usually in the late fall and winter days. It is an acute depression, which can be
a serious, life threatening condition and thus requires medical advice. Treatment of SAD
consists of exposure to high light levels for 30 minutes each day, preferably before 10:00
a.m.
 It is now being suggested that modern working conditions can make these symptoms
worse, as many workers spend the majority—if not all—daylight hours indoors, exposed to
little, if any, natural light.
 Common knowledge, backed up by scientific research proves that the quality of indoor
lighting in the factory can have significant effects on the performance and the well-being of
employees.
 In just the last few years, the understanding of how light an impact upon our health has
grown by leaps and bounds. The brightness of factory light effects alertness, concentration,
and task performance. Adjusting the type and quality of light can significantly improve
working experience and productivity.

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 Over-lighting can actually make a workplace uncomfortable and distracting. In addition,
giving workers control over their lighting has been demonstrated to increase productivity
and workplace satisfaction.
 Newer technologies such as T8 lamps with electronic ballasts increase the lighting output,
eliminate flickers, offer an excellent color rendition (have a high Color Rendering Index)
and save energy. Also, direct/indirect linear suspended fixtures eliminate glare and increase
the visual comfort of the occupants. Dimmable intelligent lighting systems allow the user
to control light levels and save energy.
 Task lamps relieve inefficient overhead lights of their massive duties, notably reducing
energy use and over lighting. It is easier to turn off localized lighting when it isn’t needed
than to shut off lighting from a general overhead source.
 Using direct lighting to illuminate specific areas instead of relying on ceiling fixtures that
light entire rooms is an innovative idea. Task lamps and desk lamps are essential pieces of
office equipment, offering workers the control they need to be comfortable and productive,
while reducing energy use. Dimmers, sensors and multiple switches also enable varied
lighting levels to match needs.
 Giving workers control over their lighting has been found to result in energy savings and
increased workplace satisfaction. Task specific or directed lighting makes for a more
comfortable and aesthetic workspace. Workers who use computer display terminals
typically prefer relatively low lighting levels to minimize glare and reflections on their
display screens. On the other hand, workers who read, write and draw on paper typically
prefer higher lighting levels so they can see small letters and fine details. Older workers,
and others with weak vision, also need higher lighting levels. The ability to adjust lighting
levels is particularly important for workers seated near windows, who must adapt to
varying levels of sunlight during the day and workers who require adjusted lighting levels
for the different daily tasks that they perform.
Sky Effect Technology
 With this understanding of how light affects our bodies, Nature Bright has created a new
generation of industrial lighting. The Sky Effect range of fluorescent lights is specially
designed for factory use. Unlike conventional lights, these deliver a far broader spectrum of
light.

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 These new lights incorporate greater levels of shorter wavelength light—light in the blue
range of the spectrum. This blue light has been shown to have the greatest effects upon our
central biological clock. It also happens to be precisely the spectrum of light that is missing
in conventional indoor lighting!
 This light is only slightly different in appearance to conventional lights. Its brightness is
exactly the same and its clarity is pleasing to the eye. Sky Effect lights are described as
having a "higher color temperature" than conventional lights. And this higher temperature
will result in a brighter mood—for you and your coworkers.
 As you consider workplace productivity and satisfaction, look up at your lights. There may
be a bright way to change your workplace and give everyone there a boost.
Benefits:
 Increases focus, alertness, and concentration
 Boost performance
 Fends off fatigue
 Reverses Seasonal Affective Disorder, minimizing lost work time and maximizing
productivity
Temperature and Humidity:
 What temperature works best for one’s productivity depends on one’s body. For a thin
person, a higher temperature might be better. But for someone not as thin, a lower
temperature may work better.
 Currently there are no regulations governing high temperature levels in factory and the
responsibility of employers to their employees in this respect, although the World Health
Organization recommends a maximum working temperature of 24ºC.
 Possible Effects of Temperature/Humidity:
High Temperature Levels:
 Employee lethargy and tiredness as a result of increased body temperature lead to possible
efficiency decreases.
Low Temperature Levels:
 Low Temperature Levels decrease in efficiency due to cooler body heat and shivering.
High humidity

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 In itself may not be a direct problem, but it does increase our susceptibility to high
temperature levels as evaporation of body sweat is impeded.
Low Humidity
 Levels have a debilitating effect on our ability to breathe and swallow without discomfort
as our mouths and noses can become dry due to the increased level of evaporation in the
surrounding environment.
EMPLOYEE COMFORT
Temperature and humidity can have a significant impact on how alert or tired somebody might
feel. This, in turn, can have a dramatic effect on the performance of a worker. In hot environments,
it is not uncommon for staff to become irritable and less efficient. It can be very easy for
employers to underestimate the importance of general day-to-day comfort. A lot of emphasis has
been placed in recent years on issues such as maximum working hours, ergonomically designed
factory, etc., but the overall comfort of the working conditions of employees can sometimes be
overlooked.

To keep employees satisfied today, it takes an entirely different approach than it did just a few
years ago. Indeed, one-third of the executives surveyed by Robert Half International Inc. have
changed their opinions and now say the work environment is the most critical factor in keeping an
employee satisfied in today's business world. In 1993, only 9% said that the work environment was
an important factor in keeping employees satisfied. Other critical factors include the importance of
praise and recognition, and compensation each cited by 28% of those surveyed. Six years ago
praise and recognition was at the top of the list, cited by 47% of those surveyed. Other significant
changes include concern over promotions. Only 4% of executives say that promotions are a big
factor in keeping employees satisfied today, compared with 26% who said that in 1993.
Furthermore, the importance of compensation and benefits has risen to 28% from just 7% in the
1993 survey.
An employee’s workplace environment is a key determinant of their level of productivity. How
well the workplace engages an employee impacts their level of motivation to perform. This then
influences that employee’s:
 Error rate
 Level of innovation

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 Collaboration with other employees
 Absenteeism and, ultimately, how long they stay in the job.
In any workplace, consistent employee absenteeism can be a potential problem. Consistent
absenteeism can be a result of a combination of many factors:
 Lack of incentives, including employee insurance and performance bonuses or recognition,
can cause employees to become apathetic and lose motivation. No performance or
attendance policies mean that employees don't have to take responsibility for their own
actions, including absenteeism and productivity.
 Unproductive working conditions can arise from any number of factors, including workers
who are negative or disruptive. Unproductive working conditions can also result from a
failure to equip employees with the right tools, training, software and supplies. Any of
these may lead to stress and a noticeable slowdown in productivity, which affects a
company's bottom line.
Money is not a sufficient motivator in encouraging the superior workplace performance required in
today’s competitive business environment. Managers and supervisors will need to be comfortable
with working with the whole gamut of workplace factors that influence employee motivation

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CHAPTER- FOUR

DATA COLLECTION

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