Ergonomic Workplace and Organisation Design in Small and Medium-sized Enterprises (SMEs)

Transcription

1 Ergonomic Workplace and Organisation Design in Small and Medium-sized Enterprises (SMEs)

2 Low-radiation monitor? Mobbing? Noise emissions? Handling hazardous substances? Stress? Working time models? Do you have a question on safety and health at work? Simply ask us! Our store of knowledge is guaranteed to hold the answer. And if not, we ll ask one of our 200 in-house experts on your behalf. We are here for you competent, quick, reliable! Service phone +49 (0) Monday to Friday h Fax +49 (0) [email protected] Internet

3 Ergonomic Workplace and Organisation Design in Small and Medium-sized Enterprises (SMEs)

4 2 ER G O n O M I c W O R k p L A c E A n D O R G A n I S AT I O n D E S I G n I n S M A L L A n D M E D I u M-SIzED E n T E R p R I S E S (SMES) Contents 3 Foreword 5 1 A practical example 7 2 The ERGO wheel 9 3 Internal and external partners 10 4 Method selection and determination of the need for action 13 5 Methods 19 6 Implementation of the results 21 7 The practical test 24 Literature/Abbreviations

5 E R G O n O M I c W O R k p L A c E A n D O R G A n I S AT I O n D E S I G n I n S M A L L A n D M E D I u M-SIzED E n T E R p R I S E S (SMES) 3 Foreword The competitiveness of small and medium-sized enterprises can be increased through ergonomic workplace and organisation design just as much as the safety and health of the workers. Which methods lead to success is demonstrated in the following, taking the example of the casting cleaners workplaces at keulahütte krauschwitz GmbH. With this brochure, INQA-Produktion aims to invite companies to successfully combine competitiveness with occupational safety and health. We also want to sensitise people to the fact that the quality of work in production develops in a dynamic process and must always be re-adjusted. The practical description of the process is intended to make it easier to transfer the potential solutions to your company. The project was conducted jointly by the management, experts and workers of keulahütte krauschwitz GmbH, representatives of the Berufsgenossenschaft (BG institution for statutory accident insurance and prevention) in the mechanical engineering and metal-working industry, Berufsgenossenschaftliches Institut für Arbeitsschutz (BGIA BG Institute for Occupational Safety and Health), Dresden university of Technology and Schweizerische unfallversicherungsanstalt (Suva Swiss national Accident Insurance Organisation). Our special thanks for supporting the project goes to Mario Mackowiak, managing director of keulahütte krauschwitz GmbH. Dr. christoph Hecker Head of InQA-produktion c/o Berufsgenossenschaft Metall Süd for the Association of BGs in the Metal-working Industry

6 4

7 E R G O n O M I c W O R k p L A c E A n D O R G A n I S AT I O n D E S I G n I n S M A L L A n D M E D I u M-SIzED E n T E R p R I S E S (SMES) 5 1 A practical example Just imagine: You are the managing director of an enterprise with about 150 employees. Your company produces small parts in a wide variety of different sizes and also reacts to orders for small quantities with great flexibility. However, in recent weeks and months there has been an increasing number of factors which have had a direct and indirect impact on the operating result. The sickness rate has risen continuously, the quality of work has fallen and the downtimes have increased. Moreover, there has been a notification of a suspected occupational illness regarding a spinal column disorder. The origin of the unsettling events: the casting cleaning department. keulahütte krauschwitz GmbH has successfully proved that it was able to react successfully to such problems. INQA-Production would like to present the successful solution to this problem in the following: In order to determine the causes, an inspection of the workplaces ( on-site tour ) and the participation of the employees (e.g. foremen) are required as an initial step. The casting cleaning workplaces can obviously be characterised by the following features: Severe forward bending of the trunk is performed for various activities. The unit weights which have to be handled by hand (18 to 25 kg) must be classified as heavy. The castings are lifted at a distance from the body and sometimes with the trunk bent forward. The working heights for grinding work on the bench and grinder stand cannot be adapted to suit the body size of the employees. The ambient conditions such as climate, lighting and noise are unsatisfactory. The employees do not change between the different types of work and there are no rules on breaks. Figure 1 Typical posture when working at the grinder stand. The worker is wearing a respirator.

8 6 ER G O n O M I c W O R k p L A c E A n D O R G A n I S AT I O n D E S I G n I n S M A L L A n D M E D I u M-SIzED E n T E R p R I S E S (SMES) The fact that strong men work as casting cleaners is obvious but are the casting cleaners perhaps overloaded by the sum of these influences? There must be a reaction but what? If you examine the workplace characteristics, it quickly becomes clear that the situation is complicated and must be viewed from different aspects. Which aspects are important? Scientific explanations of the factors influencing the work process often result in a system of interrelationships which is difficult to understand. A good, practical basis for a comprehensive analysis is offered by the socalled ERGO wheel 1. Both the individual factors which act on people and the effects between the factors can be shown in a very simple way. Figure 2 Constrained posture when removing the parts

9 E R G O n O M I c W O R k p L A c E A n D O R G A n I S AT I O n D E S I G n I n S M A L L A n D M E D I u M-SIzED E n T E R p R I S E S (SMES) 7 2 The ERGO wheel Occupational safety Working environment Workplace Motivation Well-being at the workplace Work organization Action circle people people/ Task Work content cost-effectiveness Occupational health Good business result Reaction circle The Swiss national Accident Insurance Organization (Suva) has developed an ergonomics model in the form of a wheel 1. people and tasks are in the centre of the wheel. On the one hand, the work must be adapted to suit the skills and characteristics of the people, on the other hand, people have also certain possibilities of adapting to the task. For this reason we find people again in the action circle the ergonomics area together with the factors workplace, work organisation, working environment and work content. All the factors in the action circle influence the factors in the reaction circle. A strong and balanced reaction circle is a precondition for well-being at the workplace and for a good business result. The action and reaction circles are inseparably connected with each other. The action circle is comparable with the lubricant film in a bearing. If the film tears at one point, friction and heat are produced. Without the correct lubricant being replenished, the bearing is damaged. The world of work behaves in an analogous way. By using ergonomics, we want to lubricate the bearing and move the wheel so that it rolls forward without any major friction losses. Just like the action circle segment working environment shown in Fig. 4, all the other segments are also described by the individual factors which have to be examined individually and together in an assessment. The variety of individual factors and their interactions clearly show that almost all components are mutually dependent on one another. Simply changing just one individual condition may change or influence other conditions unintentionally. This may have either positive or negative effects. Figure 3 The ERGO wheel as an overall system1

10 8 ER G O n O M I c W O R k p L A c E A n D O R G A n I S AT I O n D E S I G n I n S M A L L A n D M E D I u M-SIzED E n T E R p R I S E S (SMES) people require: a climate and light adapted to suit the task colour as a means of classification, warning, feeling proper hygienic conditions a good social climate The work equipment and the work itself produce: heat (climate) air movement (climate) humidity (climate) dazzle noise vibration radiation hazardous substances smell dirt dust Workplace Work organization people people/ Task Work content Working environment These factors have an impact both on the person causing them and on neighbouring workplaces. Figure 4 Action circle work environment and its components1 One example: You separate a casting cleaner s workplace from the surrounding workplaces to protect them against the noise level and the generation of dust. That is good for the others. But for the casting cleaner this means new conditions as regards climate, lighting and communication. A completely new workplace is created which also places different demands on the worker. It may be that he does not cope with this because entirely new load situations are created. How can a solution be found? It is difficult for the individual specialist to record all the aspects for improving the casting cleaners workplaces. He is generally a specialist in his own field. To solve the problem, it is necessary to have an interdisciplinary team which tackles the complexities of the problem. But where do you find these specialists? Who puts the team together and who moderates it?

11 E R G O n O M I c W O R k p L A c E A n D O R G A n I S AT I O n D E S I G n I n S M A L L A n D M E D I u M-SIzED E n T E R p R I S E S (SMES) 9 3 Internal and external partners It is recommended to include internal and external partners in the team: Internal partners are representatives of the management, occupational safety and health specialists, staff representatives and finally the employees affected themselves. External partners are important for specialised advice. For example, they may be ergonomists from the accident insurers (Berufsgenossenschaften), occupational health professionals and work hygienists, staff from health insurance funds, research institutes or engineering offices. Moderators who have special knowledge and speak the language of the technicians and occupational health professionals have proved their worth. Accident insurance institutions and major health insurance funds are the people to contact in this case. The moderator puts together an interdisciplinary team in consultation with the management. The management s representative informs the working group formed in this way about the project and the current situation. This leads to a work plan with specific targets and deadlines. Smaller groups of the various partners are formed within the team in order to document the current situation as an initial step and to derive further procedure from this. In terms of subject matter these groups are based on the action circle of the ERGO wheel. Individual factors are assigned to the five segments of the action circle and they have to be analysed singly and in combination. The following partners participated in our example: Occupational safety and health specialists Staff representatives Employees Occupational health professionals Ergonomists of the accident insurance institutions Health insurance fund Employees at research and development facilities Figure 5 Members of an advisory team

12 10 E R G O n O M I c W O R k p L A c E A n D O R G A n I S AT I O n D E S I G n I n S M A L L A n D M E D I u M-SIzED E n T E R p R I S E S (SMES) 4 Method selection and determination of the need for action The choice of the methods for the ergonomic analysis of the work system depends on the objectives and tasks of the working group. Simple or complicated methods may be used. In the case of keulahütte krauschwitz a broad range of methods were used to identify the load situations. These methods were: Survey of the employees Weak point analysis in employee workshops photo and video analyses of the workflows Measurement and evaluation of factors relating to the working environment such as noise and climate use of checklists on the load situation (standing/sitting workplaces, posture during work), on mental components 2 or health problems use of key indicator methods to evaluate lifting and carrying actions as well as for activities which involve pushing and pulling 3 Ergonomic measurement analyses (cuela measuring system) 4 Figure 6 Individual factors from the Workplace segment 1 Workplace Work organization people people/ Task Work content Working environment To be taken into account: sitting, standing dimensions room for movement safety distances constrained postures lifting, carrying angles of view displays, actuators, handles maintenance

13 E R G O n O M I c W O R k p L A c E A n D O R G A n I S AT I O n D E S I G n I n S M A L L A n D M E D I u M-SIzED E n T E R p R I S E S (SMES) 11 If several analysis methods can be chosen for one segment of the work system, the assessment methods most easy to use should be selected first. They often lead quickly to a result. They provide an overview of the extent of load situations and initial indications of the nature of load in the form of a screening procedure. For their quantification, measuring methods are available which also provide results on the efficiency of preventive action at a later date. The procedure for choosing the methods is to be explained in the following taking the example of the Workplace segment with the individual factors lifting/carrying and constrained postures. Fig. 6 shows the individual factors of this workplace segment. These factors must be evaluated both individually and in combination. The weight of the workpieces of the casting cleaners can be measured relatively easily. However, the crucial factor is also how frequently, how long and with what posture the casting cleaner holds or carries the workpiece. This results in load situations which have to be described using simple methods. In an initial stage these methods can be used by trained employees. Above all, the so-called key indicator methods are suitable for this purpose. In a second stage special assessment methods should then be applied which generally require specially trained staff. As a rule, external partners are needed for this.

14 12

15 Ergonomic Workplace and Organisation Design in Small and Medium-sized Enterprises (SMEs) 13 5 Methods using a screening procedure, the need for action is to be initially determined in the first stage of the analysis. One recognised screening method is the key indicator method for lifting and carrying loads (LMM) 3. A wide variety of important conditions are entered in a calculation diagram which immediately provides information on the load intensities on a point rating scale. This enables you to search efficiently for suitable and effective solution variations for this one workplace. The level of possible risk is also shown using a colour identification system. You will find the diagram for our example in Fig. 7. The use of the key indicator method produced a point rating value of 36 for our casting cleaners. The load factors duration/frequency, load weight, posture and performance condition are evaluated as key indicators. When the key indicator method is used, it is necessary to have an exact knowledge of the activity to be evaluated. However, additional ergonomic know-how is not required. At over 50 points the load situation is definitely too high and it is possible that damage to health may result (e.g. musculoskeletal disorder). point rating values of up to 25 are viewed as acceptable for people who can cope with normal load situations. A point rating value of less than 10 is generally regarded as non-critical. Our example shows there is therefore a need for action! A more accurate determination of the workload factors Evaluation Low load situation, health risk from physical overload is unlikely to appear. Individual resilience high low points Increased load situation, physical overload is possible for people with reduced resilience. Design measures are advisable for this group of people. Highly increased load situation, physical overload is also possible for people with normal resilience. Design measures are recommended. Assessment of the working conditions with load situations to the muscular and skeletal system. can be obtained by measurement analysis methods in step 2. Here, the range stretches from easy-to-use measurements, for example the lighting intensity at the workplace, down to more demanding processes for determining the noise and vibration factors. posture and body movement can also be measured with expert processes (Fig. 8 and Fig. 9). The application of this measuring method requires extensive technical equipment and expertise on how to High load situation, physical overload is likely to appear. Design measures are required. Figure 7 Example of the colour identification of strain values in the key indicator method 5

16 14 E R G O n O M I c W O R k p L A c E A n D O R G A n I S AT I O n D E S I G n I n S M A L L A n D M E D I u M-SIzED E n T E R p R I S E S (SMES) Figure 8 (left) CUELA measuring system for recording physiological loads Figure 9 (right) Noise and vibration measurements by ergonomists from the accident insurer use it. The evaluation of the results also requires specialised knowledge. The external partners, e.g. the measuring services and research facilities of the Berufsgenossenschaften, provide support. In order to optimise the investments required and to demonstrate the success of the preventive action, measurements were conducted both before and after conversion of the workplace. They related, for example, to physical loads caused by the manual handling of loads or unfavourable postures. The CUELA 4 measuring system (computer-assisted recording and long-term analysis of musculoskeletal loads) is suitable for this purpose. With such an expert measurement, the exact proportion of time of the activities subjected to load situations (handling loads and unfavourable postures) can be quantified. Load intensities can be readily identified as the individual load phases measured can be assigned to the corresponding task using the measurement documentation. To measure the physical load, sensors which measure the posture are applied to the working clothes. Moreover,

17 M E T H O D S 15 Video dokumentation Angle of dorsal spine Back torsion Angle of lumbar spine Data logger Hip angle Knee angle Memory card Foot pressure measuring soles Figure 10 The CUELA measuring system: Principle setup and application on test person Figure 11 Example of an expert system for identifying multiple individual factors

18 16 E R G O n O M I c W O R k p L A c E A n D O R G A n I S AT I O n D E S I G n I n S M A L L A n D M E D I u M-SIzED E n T E R p R I S E S (SMES) Activity Load key indicators and proposals for prevention Load key indicators: Working in a position with the trunk bent forwards severely and handling high load weights when lifting and depositing the castings. Preventive action: Adaptation of the working height of castings containers Back school for the employees: Training to lift and carry loads correctly Reduction of the load on individual workers through job rotation Load key indicators: Working in a position with the trunk bent forwards severely and handling high load weights when cleaning the castings, sometimes with the knees bent. Preventive action: Adaptation of the working height of the grinding bench creation of larger depositing areas with adjustable height pressure-sensitive measuring soles in the employee s working shoes are used to determine the load weight. All the data of one work shift are recorded in a system worn on the body (Fig. 10). The measurement data are evaluated and the video recording linked to an assessment program which permits the identification and documentation of the load (Fig. 11). In the case of our company example, detailed load situations were identified with the measurements. Result: High load weights and unfavourable postures were detected for lifting the castings and depositing them into the wire-mesh containers and cleaning at the grinder bench. The data for this activity were: Forward bending of trunk at angles of <20 : approx. 36% Load weights with weights of 20 kg: 51% The analysis represents the bridge to concrete improvements. In this way a number of preventive design actions Table 1 Prevention proposals on workplace design

19 M E T H O D S 17 were proposed for the following activities using the data determined (Table 1). The prevention proposals now have to be examined in the working group to see if they can be implemented. The advisory teams put forward a number of proposals for the different segments of the ERGO wheel. Therefore, the practitioner has the final word on the practicability of the proposal.

20 18

21 E R G O n O M I c W O R k p L A c E A n D O R G A n I S AT I O n D E S I G n I n S M A L L A n D M E D I u M-SIzED E n T E R p R I S E S (SMES) 19 6 Implementation of the results In the example of our casting cleaner, the following measures were proposed to improve the work situation: Elimination of constrained postures when removing the parts from the wire-mesh container pallets and depositing the parts in them Adaptation of the working heights to the highly different employees Reduction in the holding work during grinding. In addition to the above measures from the segment Workplace design", the following proposals were also made: Elimination of one-sided workflows, optimisation of the break system Optimisation of the lighting and extraction features. You should always discuss the preventive action with the employees and select the best options together. Workshop results documented on flip charts and posters provide assistance. You will find that in most cases those directly affected arrive at the same solution variations as the team of experts. The objective is then to find the best technical solution for the working conditions. To this end it has proved worthwhile to request several manufacturers of work equipment to have their products tried out in practice. In this way, the employees on the shop floor can test which lifting tool, which balancer or lifting table is suitable under practical conditions. The implementation of organisational changes which are to be made directly in your company is agreed on between the management and the working group and incorporated in the work plan. All solutions, whether the acquisition of lifting tools or new break regulations, are discussed jointly and appropriate decisions taken, stipulating deadlines and areas of responsibility. Figure 12/13 Examples of flip charts from workshops with the employees

22 20 Figure 15 Use of a lifting table

23 ERGOnOMIc WORkpLAcE AnD ORGAnISATIOn DESIGn In SMALL AnD MEDIuM-SIzED EnTERpRISES (SMES) 21 7 The practical test In our example the solutions are as follows: use of lifting/tilting tables use of wire-mesh containers with better access Larger depositing areas on the grinding bench Adaptation of the heights of work tables and grinding benches Introduction of short-break systems cycle changes Job rotation Renewal of the extraction and lighting facilities The important aspect is that you give the employees enough time to be able to adapt to the changes in the working conditions. The working group should continue to provide support. After the introductory phase had been completed, follow-up evaluations of the loads and subsequent measurements of other physical or mental factors can take place. As a result, you also obtain operational data on the cost/benefit situation. Figure 16 Use of a lifting/ tilting table

24 22 E R G O n O M I c W O R k p L A c E A n D O R G A n I S AT I O n D E S I G n I n S M A L L A n D M E D I u M-SIzED E n T E R p R I S E S (SMES) Figure 17 Example of the extension of work through job rotation1 Quality feedback Job rotation control workplace For the Workplace design segment the following improvements were verified for the load factors: The load situations caused by trunk positions with bending greater than 20 (Fig. 18, yellow columns in the left-hand diagram) were almost completely eliminated. Apart from the harmful bent trunk positions, the proportionately high number of load handling operations (Fig. 19, orange and red columns in the left-hand diagram) were also reduced by the design measures taken. After a period of about one year, the working group should meet again and analyse how the situation has developed. An answer should be found to the following questions: Has the sickness rate fallen? Have the quality of work and the employees motivation improved? Has there finally been a positive impact on the business result? If, as a result, the business result and the well-being of the employees have improved, your accountants will also be delighted! The example shows that only an interdisciplinary team of experts in close collaboration with the company s workers can overcome such complex tasks. Methods and processes which are also suitable for small and mediumsized enterprises are available and have proved their practicability. If you want to solve similar problems, you will also find experienced partners in your area. And the ERGO wheel can be of valuable assistance to you.

25 HE practical TEST 23 Trunk inclined forwards [ ] (angle classes) Trunk inclined forwards [ ] (angle classes) Frequency [%] 60 60,3 before Frequency [%] 93 92,9 after 30 32, ,2 = , , ,0 90 = Angle range [ ] 0 6,8 = , , , ,0 90 = Angle range [ ] Figure 18 Bent trunk positions before and after ergonomic intervention Load weight [kg] (load weight classes) Load weight [kg] (load weight classes) Frequency [%] 33, ,3 28,3 before Frequency [%] 73 72,6 after ,6 15,8 10,2 2,6 0,2 0,0 0,0 0,0 0,0 0,1 1,0 0,3 0, = = Load weight [kg] Load weight [kg] Figure 19 Load handling before and after ergonomic intervention

26 24 E R G O n O M I c W O R k p L A c E A n D O R G A n I S AT I O n D E S I G n I n S M A L L A n D M E D I u M-SIzED E n T E R p R I S E S (SMES) Literature Abbreviations 1 Ergonomie. Erfolgsfaktor für jedes unternehmen, Suva, Luzern, 1996, Schmitter, D; et alia 2 Rechnergestütztes Dialogverfahren für die Bewertung und Gestaltung von Arbeitstätigkeiten REBA 7.1, Dresden university of Technology, InfoMediaVerlag e.k., 2005, Richter, p; et alia 3 Leitmerkmalmethoden Heben und Tragen/ziehen und Schieben, BAuA, Berlin, Juli 2007, Steinberg, u.; et alia 4 Einsatz des Messsystems cuela zur Erfassung und Bewertung physischer Arbeitsbelastungen, BGIA, Sankt Augustin, 2006, Ellegast, R.p.; Hermanns, I. BAuA BG BGIA CUELA LMM MMBG Bundesanstalt für Arbeitsschutz und Arbeitsmedizin [Federal Institute for Occupational Safety and Health], Berlin Institution(s) for statutory accident insurance and prevention Berufsgenossenschaftliches Institut für Arbeitsschutz [BG Institute for Occupational Safety and Health], Sankt Augustin computer-assisted recording and longterm analysis of musculoskeletal loading key indicator method, BAuA, Berlin BG in the mechanical engineering and metal-working industry, Düsseldorf REBA 7.1 computer-assisted dialogue process for the evaluation and design of work activities allowing for occupational safety and health, InfoMediaVerlag e.k., Bochum, 2005 Suva Schweizerische unfallversicherungsanstalt [Swiss national Accident Insurance Organization], Lucerne

27 Imprint Ergonomic Workplace and Organisation Design in Small and Medium-sized Enterprises (SMEs) Authors: Dr. Rolf Ellegast, Markus post, Berufsgenossenschaftliches Institut für Arbeitsschutz, division 4, work science/ergonomics group, Sankt Augustin Dieter Schmitter, Suva, Lucerne, pdf team Healthy companies, ergonomics division Detlef Trippler, Berufsgenossenschaft in the mechanical engineering and metal-working industry, prevention department, ergonomics group, Düsseldorf Thematischer Initiativkreis Arbeitssysteme in der produktion InQA-produktion der Initiative neue Qualität der Arbeit (InQA) [Theme action group Work Systems in production InQA production of the new Quality of Work Initiative (InQA)] c/o Bundesanstalt für Arbeitsschutz und Arbeitsmedizin, Berlin nöldnerstraße Berlin Telephone +49(0) Fax +49(0) publisher: Bundesanstalt für Arbeitsschutz und Arbeitsmedizin [Federal Institute for Occupational Safety and Health] Friedrich-Henkel-Weg 1 25 D Dortmund Telefon Fax [email protected] Editor: pascal Frai, BAuA Design: GuD Helmut Schmidt, Braunschweig Responsible for Translation: Verena Frfr. v.d. Heyden-Rynsch, Dortmund [email protected] photos: uwe Völkner FOX-Fotoagentur, Lindlar/cologne photo p. 15: Dr. Rolf Ellegast, BGIA, Sankt Augustin photo p. 9, 14, 19: Detlef Trippler MMBG, Düsseldorf production and printing: Rademann GmbH Druck und Medienhaus, Lüdinghausen Reproduction, also of extracts, only with the prior approval of the BAuA. 1 st edition Dortmund/Berlin

28 Geschäftsstelle der Initiative Neue Qualität der Arbeit (Office of the New Quality of Work Initiative ) c/o Bundesanstalt für Arbeitsschutz und Arbeitsmedizin Friedrich-Henkel-Weg 1 25 D Dortmund Telephone +49 (0) Fax +49 (0) [email protected]