Facility Management
Dr. Stark
May 24, 2012
Ergonomics
Ergonomics is the study of designing a workplace to fit the human body. By custom making a workplace especially for the human body one eliminates the probabilities of musculoskeletal disorders as discussed in the article by the United States Department of Labor. The risks include but aren’t limited to, jobs that require repetitive lifting or moving heavy object or holding an awkward posture for long periods of time.
By not designing a workplace to fit the functional movements of the human body you create room for error. Errors that include lawsuits, constant work-related injuries that causes need to miss work, and high employee turnover. In 2002, ergonomics-related injuries accounted for a third of all workplace injuries.
It is in the best interest of the company to investigate any workplace caused injuries to eliminate the problem from happenings again. This USDL article us a four step process to measure, analyze, improve, and control all ergonomic related problems.
Step 1: Measure
Once the Six Sigma project team developed its charter and defined its task, it then began by defining the current process. First, the team outlined the sequence of events from workstation assignment to task performance and potential injury. They next identified a series of key variables affecting the process outcome that included: user attributes (such as daily time at workstations); user behaviors (including posture, force, and duration of use); and environmental factors.
In this phase of the Six Sigma method, the "defect" – a measurable outcome of the process for which improvement is desired – is defined. While the true "defect" for this process would be the occurrence of an ergonomic injury, there were so few at the start of the project that measuring a statistically significant improvement was going to be difficult. Therefore, the key process variables identified were taken as the "defect," and a goal of 70% improvement (reduction) in the baseline level was set for the project. Scored surveys of DDC workstation users were developed and conducted on the variables identified and used to measure the baseline defect level.

Step 2: Analyze

Accurately identifying the root causes of a problem, which in turn leads to more effective improvements, is an essential function of the Six Sigma methodology. Therefore, the project team next analyzed the collected survey data to determine differences in the workstations, work environments, user training, and behavior at the different DDC sites. The team then identified possible root causes underlying these variables using several of the Six Sigma tools and methodologies, including brainstorming, ‘fishbone' diagramming, a work performance matrix, and Antecedant-Behavior-Consequence and Balance of Consequences analyses. After developing a list of possible root causes, the team used additional Six Sigma tools and methodologies to identify probable root causes and validate them. For example, one possible root cause identified was a failure of the employee to recognize the importance of ergonomics compliance to his or her personal well-being. This root cause was validated by the employee survey, in which many of the employees expressed an attitude of "it won't happen to me."

Other key root causes validated through this process were the lack of adjustable furniture at some worksites and a lack of "ownership" in personal safety on the part of the employee. The team also determined that ergonomics was not emphasized by DDC to the same extent as other, more immediate, safety issues such as the use of personal protective equipment in hazardous environments.

Step 3: Improve

After determining the most significant root causes through analysis and validation, the project team developed a series of improvements to correct the identified root causes, including both work-related and personal risk factors. Workstation deficiencies were easily addressed by implementing a workstation upgrade plan. Elevating workstation ergonomics to the same level of importance as other personal safety and health issues was a more challenging improvement. However, the team elevated the focus on workstation ergonomics by improving awareness on the part of management and employees and by altering employee behavior and work habits through increased accountability.

The project team developed a novel approach to raising employee awareness by collecting a series of personal testimonials from other employees and posting them on the Company's intranet site. These testimonials were supplemented by more traditional communications, including regular work group safety meetings, training, and increased ergonomics resources. At each facility, the company also designated Ergonomic Focal Points and Ergonomic Contacts, DDC workers who volunteered to receive specialized training and be available as a first point of contact for ergonomic concerns and questions. The team addressed employee behavior by providing feedback to individuals, creating a specific channel for early reporting of discomfort, and developing a health assessment program to address the early warning signs of potential MSDs. Employee personal accountability was addressed by implementing a "Safety First" mentality that stressed ergonomics as a key issue in personal safety and not a separate stand-alone topic.

These improvements are not static, but are a part of an ongoing ergonomics safety and health process. For example, while furniture improvements have been implemented, it is understood that the workstations will continually evolve to meet the employees' changing needs.

Step 4: Control
After the immediate improvements were implemented, the project team developed a long-term control plan designed to sustain the achievements. The control plan took the sequence of events which might contribute to an injury, as outlined in the Measure step, and added a series of performance standards, measures, responsibilities, and contingency plans. For example, in the original sequence, an employee was instructed to attend ergonomics training when starting a job, but there was no control measure to ensure this took place. Under the control plan, the employee is now required to attend the training within 30 days of job assignment, and the designated Ergo Contact at the job site is alerted and follows up with the employee if the employee fails to attend within that timeframe. Each step in the sequence has a similar control, ensuring that the improved process is followed long after the conclusion of the project.”
An example of ergonomics would be the development of contrast settings on computers/TVs/cell phones. Developers know that now-a-days the average person spends hours at a time staring at a television, phone, computer, etc which can eventually cause vision problems.
To conclude, Ergonomics is a science concerned with the ‘fit’ between people and their work. It puts people first, taking account of their capabilities and limitations. Ergonomicsaims to make sure that tasks, equipment, information and the environment suit each worker.

Work Cited
"Ergonomics: Dow Chemical Company's Case Study." Ergonomics: Dow Chemical Company's Case Study. Web. 25 May 2012. <http://www.osha.gov/dcsp/success_stories/compliance_assistance/dow_casestudy.html>.
Centers for Disease Control and Prevention. Centers for Disease Control and Prevention, 03 Jan. 2012. Web. 25 May 2012. <http://www.cdc.gov/niosh/topics/ergonomics/>.
"Office Ergo | Ergonomics Training for the Computer User." Office Ergo | Ergonomics Training for the Computer User. Web. 25 May 2012. <http://office-ergo.com/>.