Leader Magazine - Autumn 2020 - Ergonomics

VOL7/NO4/AUTUMN 2 02 0

er g n omics

Preventing injuries while at work and at home.

CONTENTS

VOL 7 | NO 4 | AUTUMN 2 0 2 0

FEATURES

8

Adopting Ergonomics to the Reality of a Changing Workforce: How Advanced Wearables and 3D Dynamic Biomechanical Modeling Can Be Game Changers

By Scott Smith, CPE, Director of Ergonomics, Aon

20

The Top 5 Myths & Truths of Ergonomics

By Ryan Cowart, CPE, Senior Consultant and Ergonomics Engineer, Humantech

24

Employers Beware: The Ergonomic Challenges of Telecommuting During a Pandemic

12

By Sabrina N. Williams, Ph.D.,

By Jon Kabance, RKT, President,

Ergo Moneyball: Playing the Game Differently

The 3 E’s: Engineering, Ergonomics, and Exercise Interventions in a Changing Work Environment BIOKINETIX

16

How A Medical Device Manufacturer Reduced Injury Costs by $1.3 Million

By Brock Anderson, MS, CPE, LSSBB, CSCS, Owner & Principal Consultant, Ergo-ology

Columbia Southern University

28

By Dr. Davana Pilczuk,

Corporate Ergonomics Senior Manager, Cintas Corporation

32

Employees as the Most Valuable Asset: The Principles of Lean Ergonomics

COLUMNS 6 36

Global Safety and Health Watch Mental Health Spotlight

By Dr. Earl Blair, CSP, Visiting Lecturer of Safety Management at Indiana University and Steve Davis, CLE, CEM, CQCSM, SSHO, True Lean

SECTIONS 39 40 42

vpppa.org

Infographic Corner Membership Corner Ad Index

Leader—Autumn 2020

3

A Message From the VPPPA Chairperson Fellow VPPPA members, hello and thank you!

A

s you know, during our recent

simply to share best practices with fellow

virtual event in August, I was

members. You truly care about the safety

nominated and elected to the

of all workers, sharing time and time

National VPPPA Board of Directors as the

again, even with competitors, yet again

new Chairperson. I cannot tell you how

proving your commitment and unselfish

grateful, not to mention humbled, I am that

attitude toward making the world a safer

you put your trust in me as your new Chair.

place for all of us, one workplace at a

I am honored by your vote of confidence,

time. Additionally, the National Board and

and at the same time, thrilled to work with

National Office Staff have been working

an amazing National Board of Directors, 10

hard to find innovative ways for us to

tremendous Regional Boards, in addition

support each other. Over the next few

to the awesome VPPPA National Office

months, you will be seeing many new tools

Staff! Please know, we will continue to do

and initiatives aimed at bringing us closer

everything in our power to help you and

to our common goal of safety excellence,

your co-workers achieve safety success, as

while fostering improvement and unity.

the VPPPA has been doing for over 36 years.

“With VPPPA we are better together” reflects one of the basic tenants within our membership.

The belief that by helping each other, we all grow and improve.

To say that we are in unprecedented

As part of this effort, it is fitting that our newly revised tagline: “With VPPPA

times would be a huge understatement.

we are better together” reflects one of the

From the pandemic, to ongoing complex

basic tenants within our membership. The

social issues, and, of course, the national

belief that by helping each other, we all

election, it can be a very daunting task to

grow and improve. That’s the way it has

stay focused on safety. Times like these

always been within the VPPPA organization

can create barriers related to safety, but I

and our partnering members. Now more

prefer to look for the opportunities. Rest

than ever, if you, your site, a colleague

assured, the VPPPA and our entire network

or neighbor needs a helping hand during

are here to help overcome these challenges.

these daunting times, please reach out

I know from firsthand experience, as I

to any one of our 10 Regional Boards, the

have witnessed the amazing work our

National Board, our National Office Staff or

VPPPA membership has done facing

a VPPPA member. We are here (as we have

past challenges, eventually working to

always been), to help you. At the VPPPA,

overcome them.

we truly are better together. By continuing

The most inspiring thing to me

to work together, we will get through these

regarding our association is our members/

times, growing stronger because of them.

partners, to include participating sites,

Once again, thank you for your trust in me,

labor and government. I truly believe we

all our regional boards and the National

are made up of the most talented safety

Office Staff. We look forward to continuing

professionals in the world. You possess

to serve you and talking with you soon.

real world expertise on the various ways to keep your workers engaged in safety,

Sincerely,

even through difficult times. What’s more astonishing is that our talented membership is willing to share their vast knowledge, at no cost, with others who may be struggling to improve—or

4

Leader—Autumn 2020

Terry Schulte, VPPPA Chairperson

vpppa.org

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By Jamie Mitchell Communications Coordinator, VPPPA, Inc.

Global Safety and Health Watch

Sustainability + True Safety and Health Excellence

S

ustainability can be

environmentally friendly

sector, comprised of both

defined as both “the

aspects, such as water bottle

residential and commercial

ability to be maintained

refill stations, reducing

buildings, currently represents

at a certain rate or

printed products and utilizing

more than 40 percent of

level” or “avoidance of the

our mobile app. As this year

national energy consumption,

depletion of natural resources

ends, we can reflect on the

54 percent of natural gas

in order to maintain an

tremendous loss the world has

consumption and more

ecological balance.” When it

suffered. Amidst a continued

than 70 percent of national

comes to safety and health,

global pandemic, sustaining

electricity consumption.”

sustainability certainly

safety and health remains more

encompasses both of these

important than ever before.

definitions. The theme of the

The Global Goals for

2020 Safety+ Symposium was

Sustainable Development

going to be sustainability—

includes 17 items; ranging

how our member sites have

from zero hunger to quality

sustained safety and health

education to building

excellence with the Voluntary

sustainable cities and

Protection Programs, and

communities, and more.

our association, for the last

These goals are part of Agenda

36 years—as well as how we

2030, which was adopted by

can all continue to sustain it

all 193 member states of the

into the future. Additionally,

United Nations in 2015. The

Safety+ was going to feature

Global Goals website notes that it is the “most ambitious agreement for sustainable development that world leaders have ever made. It integrates all three aspects of sustainable development; social, economic and environmental.” Global Goal number 11, “sustainable cities and communities,” includes ten targets to create action. A

6

Leader—Autumn 2020

There are clear advantages to energy-efficient buildings as well. For example, the Alliance to Save Energy also notes that “energy-efficient buildings lessen demand on the electric grid, decrease stress on natural gas supplies, improve local air quality, and save money on utility bills.”

Sustainability and Safety in the Workplace

When some people think of the word “sustainability,” they initially associate it with the environment. While that definition is appropriate, one can also consider sustainability to be a close synonym for longterm business planning and corporate/social responsibility.

The safety and health of

few of the targets are, creating

workers goes hand-in-hand

safe and affordable housing,

with sustainability. In his

reducing the environmental

article for Occupational Safety

impact of cities and providing

and Health Magazine, Mike

access to safe and inclusive

Taubitz stated, “At their most

green and public spaces.

basic level, sustainability

Many aspects drive the

and safety are really about

sustainability movement—

the same thing: conserving

like green building projects.

resources. In the case of

According to the Alliance to

sustainability, those resources

Save Energy, “The building

are typically thought of as vpppa.org

environmental. In the

Coinciding with the

Cintas has also invested more

case of safety, the resources

above statements, Patrick

than four million dollars

are human.”

McCorry, vice president at

researching zero-discharge

DEKRA Insight in Oxnard, CA,

water recycling technology,

lives and money are saved

stated in a May 2018 article

among other amazing eco-

by successful safety and

for Safety+Health Magazine,

friendly practices.

sustainability programs.

“Worker safety and well-

When safety professionals

being are crucial elements of

are involved in sustainability

any sustainability effort… You

conversations the results can

cannot claim to be a sustainable,

be mutually beneficial. If a

ethical, values-based

company decides to be more

organization if you’re hurting

eco-friendly there needs to

people and changing the lives of

be a safety expert on board to

families and communities.”

In the long-term, both

provide guidance regarding design and equipment choices. One example to highlight is United Rental’s initiative to switch to energyefficient lighting. Not only did the company save money on energy costs, but the employees quickly discovered the brighter lighting made work much easier and safer.

(There are numerous case studies available showing the benefits as well as potential shortcomings of these sustainable efforts.)

In 2016, OSHA released a white paper titled, Sustainability in the Workplace: A New Approach for Advancing Worker Safety and Health. The piece poignantly describes that, “A building, no matter how energy efficient or healthy for

VPPPA and Sustainability

VPPPA members are the best of the best. One member company in particular, Cintas Corporation, is a model for combining sustainability and safety excellence. Cintas has over 100 VPP Star sites across the nation, and has received multiple awards for their environmental efforts, including being among the Top 500 Greenest Companies in America

by Newsweek magazine.

According to Cintas Corporation’s website, they were the first industrial

Sustainability During the Pandemic: Quick Tips As many of us continue to

work (and generally spend more time) at home during the pandemic, there are a few ways to incorporate more sustainability measures into your daily life. Including:

• Use washable,

reusable masks

• Grow your own fruit,

vegetables or herbs, or support a local farmer’s market (which is also a great socially distant hobby and way to get outside)

• Support sustainable brands • If you are decluttering your space, consider donating items to a thrift store

• Switch to reusable containers and towels

Here at the VPPPA, we hope

launderer to use a chemical-

everyone has a safe and healthy

free, EPA-endorsed detergent.

autumn and holiday season!

occupants, is not sustainable if

SOURCES

a construction worker is killed

www.safetyandhealthmagazine.com/articles/17020-sustainability-safety

while building it. Furniture,

www.osha.gov/sustainability/docs/OSHA_sustainability_paper.pdf

no matter how responsibly the wood is harvested, is not sustainable if a woodworker loses a limb during manufacturing. The poultry supply chain, no matter how well free-range chickens are treated, cannot be sustainable when workers endure crippling musculoskeletal disorders while processing those chickens.

Employers are only truly sustainable when they ensure

www.osha.gov/sustainability/ ecohusky.uconn.edu/2020/07/06/considering-sustainability-duringthe-covid-19-pandemic/# www.globalgoals.org/faq sustainablebizconsulting.com/corporate-responsibility/how-to-talkto-a-republican-about-climate-change/ ohsonline.com/articles/2010/09/01/how-safety-fits-withsustainability.aspx www.forbes.com/sites/forrester/2020/08/05/rethinkingsustainability-in-the-middle-of-a-pandemic/#7004b81722e4 www.cintascares.com/sustainability/ www.globalgoals.org/11-sustainable-cities-and-communities

the safety, health, and welfare

ohsonline.com/articles/2017/10/13/the-future-of-sustainability.aspx

of their workers.”

www.ase.org/initiatives/buildings

vpppa.org

Leader—Autumn 2020

7

to the Reality of a Changing Workforce: How Advanced Wearables and 3D Dynamic Biomechanical Modeling Can Be Game Changers

By Scott Smith, CPE Director of Ergonomics Aon

8

Leader—Autumn 2020

vpppa.org

Today, nearly all ergonomics observation assessment methods involve the use of binary screening-type tools. Ergonomists have widely used many of them for more than two decades to perform risk assessments of jobs/tasks. Unfortunately, the most significant challenge with these approaches is that although many worker characteristics have changed (they're older, have higher BMIs, etc.), the ergonomics assessment methods have remained the same.

transducers have been used to measure upper body forces and postures required to perform many different types of work and product assessments.

Today, wearable technology is focused on generating data in business and industrial settings and personal use. Data captured provides valuable feedback for individuals wearing devices and

eanwhile,

affect not only the accuracy

or part of the material used

can help assess risks associated

Work-related

of assessments but also the

in clothing and connected to

with specific job tasks.

Musculoskeletal

speed with which they can

a data collection device that

Among consumers, these

Disorders

be performed across multiple

monitors personal metrics.

devices have become incredibly

(WMSDs) are on the

joints and planes of movement.

Today, this typically includes

popular and are widely used to

rise, driving up workers'

This data can then be applied

watches, clothing, fitness

monitor performance against

compensation and staffing

to predict the impact of

trackers, heart rate monitors,

such fitness goals as steps

costs and increased

ergonomics-related solutions,

glasses and implants.

taken, stairs climbed, and

absenteeism, while negatively

such as engineering controls,

impacting productivity. Clearly,

work practices changes, and

there needs to be a shift in

administrative controls,

ergonomics analytical methods

as well as the likelihood

from reliance on observing what employees are doing at work to understanding their actual internal physiological and biomechanical responses to performing work.

In this context, using

of achieving the desired productivity improvements.

Technology is improving, along with lower costs for wearables

If the definition is broadened

calories burned, among other

to include anything considered

measures. At the same time,

new, wearables may not have

these new capabilities help

to be electronic or actively be

users, their trainers, coaches

monitoring the person wearing

and medical providers to assess

them. Some notable examples

health indicators, such as heart

include headphones, braces

rate, blood pressure, sitting

(wrist and back), GPS systems

times and sleep quality.

and mobile phones.

Furthermore, wearables

In the workplace, wearables can provide different sets

aren't new. Systems such as

of measurements related to

Wearable technology, defined as

Surface Electromyography

physical work, such as heart

dynamic 3D biomechanical

electronics that can be worn on

(sEMG), posture/joint

rate, distance covered, elevation

modeling can significantly

the body, can be an accessory

goniometers and force

gains, and power output, as

advanced wearables and

vpppa.org

Leader—Autumn 2020

9

Shipyards experiencing high volumes of knee-related injuries used pressure mapping wearables to assess knee pad performance on reducing pressure.

well as location status (through

Ergonomics and Occupational

respect to the use of hand or

Biomechanics Department

great significance to firefighters

power tools.

found peak low back forces

dealing with wildfire events—

• Acceleration and velocity of

may be under-reported in

movement can lead to the

static biomechanical models

posture, muscle activity, force

body producing higher

by as much as 200 percent.

impact to the head, whole-body

joint forces.

Significantly, static models

and data collection to evaluate

vibration and impact vibration.

• Mechanical pressure assessments.

Leveraging data from wearables to reduce injury risk and improve productivity

various assessments creates

The good news is that the

which employers can use to

popularity of wearables among

proactively assess the likelihood

consumers makes it easier to

of different types of injuries in

introduce and implement them

the workplace.

The combination of these leading indicators on how individuals react to work tasks,

in the workplace. Commercial

According to the World

applications for data collected

Health Organization (WHO),1

through wearable technology

musculoskeletal disorders rank

encompass not only assessing

second worldwide behind heart

the potential for injury arising

disease and strokes in reducing

from changes to the workplace

productive life. Data collected

and work methods, but also in

by the WHO from 183 countries

predicting the overall impact

from 2000 to 2015 indicate the

on productivity. For instance,

number of people affected by

shipyards experiencing high

MSDs rose to 103.8 million in

volumes of knee-related injuries

2015 from 77.4 million in 2000.

While there are many reasons

to assess knee pad performance

behind these numbers, the

on reducing pressure.

growth of WMSDs in the U.S.

Even so, many of these

can be traced at least in part

don't account for acceleration and velocity of movement. Their study found fast movements involved 42 percent higher forces than static forces.

A subsequent study3 involving injuries to airport baggage handlers found lighter bags posed more of an injury risk related to "throwing" than heavier bags using a dynamic 3D biomechanical model.

Today, ergonomists can obtain this data using wearable IMU sensors to collect posture, velocity, and acceleration data.

This data can be streamed into a program like Biomechanics of Body (BoB), OpenSim or AnyBody.

These 3D biomechanical modeling packages contain comprehensive human musculoskeletal models to facilitate the calculation of

applications require

to outdated methodologies.

refinement. The traditional

Here, the tools to help assess

ergonomics approach typically

and manage WMSDs risks for

involves reviewing a job task

workers often are 15 to 30 years

against a checklist or risk

old. Meanwhile, the country's

assessment method but fails to

working population today is 15

measure the actual individual

to 30 years older. At the same

employee response to the

practitioners can perform

time, the BMI of these workers

work. More effective analyses

dynamic assessments of risk

also is higher than it was 15 to

of ergonomic activities should

that go well beyond what they

30 years ago.

previously were able to obtain

involve the following:

• A dynamic posture assessment

loads, joint torques, wholebody dynamic posture assessments using data collected from 16 IMU sensors.

Ergonomist and ergonomics

from traditional observation methods that relied on

for the low back, neck,

by shadowing and videoing

screening tools or checklists.

shoulder, elbow, and wrist

employees as they work and

By comparison, 3D models

angles in all planes of motion.

using a binary risk-screening

have specific ergonomics

tool can be error-prone based

assessments related to

including energy output to

on user experiences. These

biomechanical outputs for

monitor overall body fatigue.

inaccuracies can ultimately yield

joint forces, joint torques,

incomplete pictures of how the

and muscle effort levels.

which can reveal localized

future state should look. Today,

Identifying root-cause issues

muscle fatigue and help flag

more accurate systems are

through the entire work-

the potential for strain-

needed to measure employees'

process cycle can be depicted

related injuries.

internal responses to work.

visually using objective data, a

• Muscle activity levels,

•

The traditional ways of

muscle forces, joint contact

performing risk analysis

• Physiological workloads,

Leader—Autumn 2020

of Mechanical Engineering

systems)—certainly now of

used pressure mapping wearables

10

• Whole-body vibration (lift truck) to hand-arm with

the use of GPS tracking

Rates of repetition related to specific know risk factors.

A 2008 study2 by the University of Utah's Department

major advantage over opinions based on binary risk factors. vpppa.org

Proactive approaches make a difference

pressure sensors to assess

investment was 35,190 percent.

difference between profit and

work techniques by new and

Additionally, all movements of

loss and success and failure.

Although ergonomics and

veteran employees as well as

long reaches and seated back

safety professionals often

to test the impact of potential

bending were eliminated.

are summoned to address

solutions on both categories

situations where there's an

of workers. An analysis of

medical device manufacturing

identified need to reduce

time and motion savings

company that needed to improve

work-related injuries, there

to reduce manufacturing

an entire manufacturing cell for

are significant advantages

cycle times found roughly

both ergonomics and increased

to conduct these measures

12 percent of workers used

productivity. The capital required

on a proactive basis as well.

what was considered low-risk

to implement the workplace

Notably, by identifying the

reaches, about 45 percent had

improvements was $400,000

potential for injuries and

moderate risk, and 32 percent

per cell; thus, implementation

implementing remedial

were involved in higher-risk

at all 14 cells cost $5.6 million.

measures before they occur,

reaches for items on the line.

Objective data and predictive

employers can reduce costs

By correcting the moderate

risk assessment tools were used

associated with time off

and high-risk reaching

to measure risk and cycle time

work, thus improving both

behaviors, the manufacturer

productivity and efficiency.

reduction. The projected impacts

reduced its cycle time by

based only on the ergonomics

At the same time, when these

more than 77 percent.

measures are conducted as part of an overall workplace safety initiative, employees tend to feel more comfortable in their jobs with the knowledge that their employer is concerned about their health and wellbeing. Thus, retention rates improve. Conversely, when workplace injuries occur, employees are more likely to become stressed, absenteeism increases, productivity declines and retention rates deteriorate.

With respect to productivity improvements, consider the following examples:

• Raising pallet drives

dramatic improvements.

Using 3D modeling, one manufacturer analyzed the impact of lifting five identical items from a platform located 12 inches of the ground versus elevating it to a height of 21 inches.

By positioning the objects on the higher platform, the

A win-win: productivity gain and injury reduction case studies These types of analytics, which use virtual testing, enable employers to predict productivity improvement opportunities and related cost savings.

Ergonomics solutions applied to a single work station were projected to reduced cycle

for ergonomics professionals.

Looking forward, artificial intelligence will integrate workers' compensation analytics data with employeespecific measurements and risk to help ergonomists and safety professionals predict the impact of solutions on future losses with greater precision.

Meanwhile, the wearable data collection process is continuing

• 28 percent reduction of

to advance. Motion sensors can capture full-body dynamic

•

ergonomic risk

11 percent reduction in

movement and feed data into

overall work content

3D software. At the same time,

16 percent reduction in

force-measuring insoles capture

constraint cycle time

dynamic force changes acting on

•

• 28.5 percent reduction in space with new layout

• $187,425 annual scrap savings • Throughput increase of $300 million per year

• A 5,100 percent combined

the body associated with various tasks and work activities. As mentioned, data collected yield a list of leading risk indicators.

Models can then be tested using regression analysis to predict the impact of various measures

to 42.5 seconds), which would

the total cost of risk)

to reduce leading risk indicators.

enable individual operators to increase their production numbers from 72 pieces per hour to 84.7 per hour without any extra internal effort. The profit per unit is $100, so the potential throughput increase on the bottleneck operation is 12.7 units per hour multiplied by $100 profit per unit equals a total of $1,270 per hour.

At an additional 95 units per day, that translates to

load by 40 percent and

which involved a daily two-

achieved a 20 percent

shift operation, that sums to

reduction in the cycle time to

$19,000 per day or $95,000 per

lift the same five items.

week based on a 5-day work-

Thus, when conducted proactively, ergonomics assessments using the latest technology and 3D modeling

work year, that adds up to

assessment of assembly

$4.75 million.

In this example, the payback

manufacturer used sEMG,

period was 0.003 years,

goniometry, and thin-film

and the cash flow return on

For ergonomics and safety professionals, technology provides exciting opportunities to reduce injuries and drive

techniques can yield substantial

productivity on a proactive

results that go right to the

basis. As a starting point, it

bottom line. In an intensely

makes sense to take a close look

competitive operating

at the amount your enterprise

environment marked by thin

is investing in injury prevention

margins, even incremental

compared with its expenditures

improvements can make the

for losses.

NOTES 1

Eden Sebbag et al, “The worldwide burden of musculoskeletal diseases: a systematic analysis of the World Health Organization Burden of Diseases Database,” Annals of the Rheumatic Diseases (2019). DOI: 10.1136/annrheumdis-2019-215142

2

Andrew S. Merryweather, Ph.D. candidate, Donald S. Bloswick, Ph.D., P.E., CPE and Richard F. Sesek, Ph.D., MPH, CSP, “A Calculation of Dynamic Back Compressive Force: A Pilot Study of Identify Load Displacement Velocity Constants,” The American Society of Safety Engineers, Vol 5, No 3, Winter 2008.

3

Henrik Koblauch, PhD Thesis, “Low back load in airport baggage handlers,” Faculty of Health and Medical Sciences, University of Copenhagen, 2015.

week. Projected over a 50-week

tasks. An ergonomics

vpppa.org

Indeed, these are exciting times

ROI (including a reduction in

$9,500 per shift. In this case,

tasks at a medical device

improvements included:

Eye on the future: Assessing the Impact of AI

time by 7.5 seconds (from 50

employer reduced cumulative

• Evaluating assembly line

Another example involved a

Leader—Autumn 2020

11

The

12

Leader—Autumn 2020

vpppa.org

’s:

Engineering, Ergonomics and Exercise Interventions in a Changing Work Environment

By Jon Kabance, RKT— President, BIOKINETIX

The COVID-19 pandemic has presented companies with unique challenges that extend far beyond mitigating the risk of exposure. With essential workers now more valuable than ever, it is critical that we protect these workers by ensuring injury prevention initiatives are not made to take a backseat. We can achieve this by (1) mitigating the risk of injury through a more comprehensive, top-down approach and (2) leveraging exercise interventions to enhance employees’ ability to perform physically demanding tasks with resilience.

W vpppa.org

ork is not

performed.1,2 We must also

demands-resources model,

performed

consider the situational

a useful framework for

in a vacuum,

challenges introduced as a result

understanding what can be

and there are

of the pandemic, including the

done to prevent injuries from

a multitude of interrelated

extent to which employees have

occurring. The concept is

factors—both individual

been shifted out of their daily

simple: matching job demands

and situational—that play

routines. Occupational studies

with worker ability. Most

a part in the likelihood of

indicate that COVID-19 has had

safety management initiatives

an injury occurring and are

an overwhelmingly negative

focus on asking how the work

not necessarily occupational

impact on employees’ mental

itself can be improved; either

in nature. Age, lifestyle and

health, with reports of increased

by removing or substituting

health behaviors, such as poor

stress and decreased morale.3

the most high-risk tasks,

nutrition or lack of physical

Safety and health

or fitting jobs to workers

activity, have considerable

professionals are likely

through design. However,

impact on how work is being

familiar with the job

organizations often struggle

Leader—Autumn 2020

13

to find solutions that reduce

most direct forms of mitigation

the risk of injury when the

are not viable options.

aforementioned approaches

Engineering enhancements

are not possible. That’s where

tend to be cost-prohibitive,

the other half of this equation

and perfect ergonomics are

comes into play: how can we

not always achievable. When

improve workers’ ability to

being used to perform work

it becomes impossible or

perform demanding tasks?

and aids in recovery from

impractical to reduce the

repetitive stress.

The 3E Process

Warming Up

Highly task-specific, low-intensity exercise that prepares the muscle groups

physical demands of the work, exercise becomes the optimal Unlike stretching, which

Effective injury prevention

solution for mitigating the risk

initiatives require an

of injury.

passively pushes and pulls

Exercise and the sports medicine connection

actively engages the muscles

ongoing effort to balance the relationship between working conditions, job demands and physical capacity. This can be achieved through what we call a 3E Process: systematically leveraging Engineering, Ergonomics and Exercise interventions to reduce musculoskeletal risk factors in a way that maximizes practicality and proactivity.

The first two E’s, Engineering and Ergonomics, seek to improve the work itself; either by removing or substituting the most highrisk tasks, or fitting jobs to workers through design. The issue that will inevitably arise at some point is how to deal with situations in which the

Consider the similarities between professional athletes and those employed in the industrial setting; the degree to which their jobs depend on physical capacity, along with the exceptionally high risk of musculoskeletal disorders, make the term industrial athlete a fitting one. The difference is in practical application: while athletes are coached to warm up, strengthen and condition their bodies for their sport,

on cold tissue, warming up in movement and facilitates a number of medical benefits, including: optimized muscle repair and recovery through increased blood circulation; greater pliability of muscles, tendons and ligaments through increased body temperature; and improved ease of joint movement by increasing synovial fluid secretion. As a form of injury prevention, warming up is most effective when performed on a daily basis before job tasks begin.

the support given to industrial athletes is generally limited to stretching programs and is not imparted comprehensively in the industrial-occupational setting. Unfortunately, preventive exercise programs are all too often viewed as an unnecessary “add-on” and tend to get lost in the

Resetting

A form of resistance-based exercise that activates the muscle groups opposite to the ones being repetitively used, helping the body repair and recover from the wear and tear of daily job tasks.

administrative controls tier within the hierarchy of controls.

spends a significant portion

employers’ lack of awareness of

of their work day engaged in

best practices, or perhaps a lack

manual material handling.

of actionable strategies to put

The act of carrying an object

them into practice.

places force on the anterior

The extent to which exercise

Even if he or she always

of injury is highly dependent

assumed perfect ergonomic

on the type of exercise being

form, the employee still has

performed.4 Below are three

to contract these muscles

evidence-based forms of

constantly in order to handle

exercise that can be integrated

material. While their anterior

efficiently into daily routines

muscles are being overused,

and are appropriate for

the posterior (back) muscles

levels of physical ability: Leader—Autumn 2020

(front) muscles of their body.

interventions offset the risk

employees of all ages and

14

Consider someone who

This might be attributed to

aren’t being used enough— as this pattern is repeated

vpppa.org

again and again, the posterior

greatly from preventive

muscles become progressively

measures that are informed

weaker over time, particularly

by the biomechanical aspects

those surrounding the rotator

of work. The fact remains

cuff and low back. If left

that some risks cannot be

unmitigated, this imbalance

anticipated or accounted for,

continues to worsen, making

but we can arm our workforce

the employee much more

with better body mechanics

vulnerable to experiencing an

and physiological conditioning

acute work-related rotator cuff

to improve resilience and

or low back injury. Resetting

prevent cumulative stress

would help this employee protect these vulnerable structures and avoid injury by strengthening the posterior muscles, which lengthens the overused anterior muscles and creates symmetry.

from leading to acute injuries.

The broad variance in individual employees’ ability to safely perform job tasks illustrates the need for interventions that improve physical conditioning. The fundamental purpose of preventive exercise should

Strength and Conditioning

Resistance exercise that targets and strengthens job-specific muscles for lifting, pushing, carrying and pulling.

be to prepare the body for the physical demands of job tasks. From a behavioral standpoint, much higher levels of engagement can be achieved when exercise is integrated into employees’ daily routine, as opposed to being framed as a break from the ordinary

Strength and conditioning programs are highly customizable on an individual level and serve to further build up physiological resilience for job tasks in which at-risk positioning or movements cannot be fully eliminated.

Effective strength and conditioning increases the capacity of muscles, tendons and ligaments to withstand tensile force. Not only does soft-tissue conditioning lower the likelihood of a strain or sprain, it also aids in the return-to-work process by optimizing recovery.

Conditioned tissue repairs much more quickly than nonconditioned tissue, so that employees will incur less lost time when an injury does occur, thus reducing the high costs associated with these injuries.

Conclusion

The safety culture of any organization stands to benefit vpppa.org

and therefore an interruption of work. In some ways, the COVID-19 pandemic may limit the on-site options for engaging employees in exercise programs, but—as safety and health professionals have been learning over the past few months—we have no shortage of means to implement and ensure the continued success of

REFERENCES 1

Da Costa, B., & Vieira, E. (2009). Risk factors for work-related musculoskeletal disorders: a systematic review of recent longitudinal studies. American Journal Of Industrial Medicine.

2

Punnett, L., & Wegman, D. (2004). Work-related musculoskeletal disorders: the epidemiologic evidence and the debate. Journal Of Electromyography And Kinesiology, 14(1), 13-23.

3

Dennerlein, J. T., Burke, L., Sabbath, E. L., Williams, J. A., Peters, S. E., Wallace, L., . . . Sorensen, G. (2020). An Integrative Total Worker Health Framework for Keeping Workers Safe and Healthy During the COVID-19 Pandemic. Human Factors: The Journal of the Human Factors and Ergonomics Society, 62(5), 689-696.

4

Jakobsen, M., Sundstrup, E., Brandt, M., Jay, K., Aagaard, P., & Andersen, L. (2015). Physical exercise at the workplace prevents deterioration of work ability among healthcare workers: cluster randomized controlled trial. BMC Public Health, 15(1).

5

Skamagki, G., King, A., Duncan, M., & Wåhlin, C. (2018).

A systematic review on workplace interventions to manage chronic musculoskeletal conditions. Physiotherapy Research International, 23(4).

these programs in the current climate, whether in sociallydistanced workplaces or remotely via video sessions.

As President of BIOKINETIX, Jon Kabance has been masterful in combining his expertise in exercise science, kinesiology and education with the realworld demands companies face every day as they look to reduce employee injury rates.

His thought leadership has helped clients save over $100 million through strategic prevention and wellness programs. Jon continues to share these best practices at numerous safety and health conferences nationwide.

Leader—Autumn 2020

15

HOW A MEDICAL DEVICE MANUFACTURER

RINJURYEDCOSTSUCEBY D

$1.3 MILLION

By Brock Anderson, MS, CPE, LSSBB, CSCS, Ergonomist & Lean Six Sigma Consultant, Ergo-Ology

16

Leader—Autumn 2020

vpppa.org

A medical device manufacturer dramatically reduced its OSHA-recordable injuries while improving product quality, achieving a hefty cost-avoidance, lowering production costs, and enhancing employee safety by introducing a remote ergonomics program at its medical device manufacturing facility from 2018 to 2019 (24 months).

T

he facility’s 340 employees manufacture molded silicone medical devices for use in internal drainage systems for catheters, balloons and breast implants at the facility located in Southwest Ohio.

For years, the facility had been experiencing increasing rates

of repetitive motion injuries—reaching, lifting, a wide range of painful complaints generally involving the arm from the wrist to the shoulder.

“The number of medical complaints had been trending up for three or four years, but they spiked in 2018,” says the facility, Safety, Environmental and Security Manager.

When internal efforts failed to lower the injury rate, the company’s Corporate Health and Safety program Director, turned to Ergo-ology, an ergonomics consulting firm in the Atlanta suburb of Norcross, Georgia. “I reached out to Ergo-ology in September 2018,” he says. “One of our facilities was experiencing a high number of ergonomic-related injuries. We had tried ergonomic-assessment tools and realized they helped with some of the hazards, but they seemed to be missing in other areas.”

On his first visit to the plant, Brock Anderson, CPE, LSSBB, CSCS, Ergo-ology’s Founder and Principal Consultant, discovered that the facility had the highest injury count and the greatest number of employee days missed of all the company’s 75 American sites.

Anderson’s first order of business was to conduct a discovery analysis to determine why injury rates were so high.

“The point of a discovery analysis is to probe the company’s ergonomics and production goals,” Anderson says. “We look into what resources they have, what constraints they’re facing, what efforts have taken place in previous years and so forth. Based on our findings, we create an ergo program that encompasses nine components, including employee awareness, risk evaluations, medical management, proactive and reactive approaches to riskcontrol, management’s engagement and the overall results. Taken together, the results form a Gap Analysis (a comparison of actual performance with desired performance) or a SWOT analysis (an examination of strengths, weaknesses, opportunities, threats).”

Working within a modest budget, Anderson and the facility’s Safety Manager deployed an Ergo Leadership Program consisting of a core team of 14 employees representing various disciplines vpppa.org

Leader—Autumn 2020

17

charged with improving the ergonomic opportunities and being lead representatives for other employees at their facility.

The team consisted of front-line employees, production leads, quality engineers, productdevelopment engineers, process engineers and the safety manager as the team lead. Short bi-weekly meetings enabled the team to devote time to identifying ergonomics issues without interrupting their daily tasks. The team fanned out across the entire business sector. A team member was assigned to each of the facility’s five clean rooms.

“We were looking for jobs that were deemed hazardous— tasks requiring repetitive

ergo tracker spreadsheet.

To complement the list of best practices, the core team employed more basic

ergonomic improvements.”

Quality improvements at the facility took the form of an increase in zero-defect products, a decrease in scrap, fewer instances of rework and improved cost performance.

“We prepared a business case model showing how we were able to be more profitable, while incurring less risk and producing higher-quality medical parts by implementing our targeted ergonomics program,” he says.

More specifically, the facility realized $1.3 million in cost-avoidance and reduced the risk of injury by 30 to 40 percent over an 18-month period, the Safety Manager says. What’s more, productivity in one area improved by

organizational changes:

their arms in an awkward

retooling, re-engineering or

rejected parts decreased by

position, twisting the elbow out

redesigning the machinery used

more than 30 percent.

like a chicken wing,” the Safety

in the manufacturing process.

Manager says. “We listed each

In high-risk jobs where the

a plant-wide culture change

job based on the number of risk

team could not implement a

in the manufacturing process

factors and then recorded them

quick ergo solution, they would

at the facility. “The company

on an ergo tracker spreadsheet.

mitigate the risk factor by

is built around a lot of people

We prioritized the risk factors

rotating workers in and out at

who have a lot of seniority,”

in order of the greatest risk of

three-hour intervals.

he says. “Been here a long

focused on first.”

Anderson and the Safety Manager were very selective in appointing people to the core team. “We didn’t choose the people who were the most authoritative,” he says, “we chose those who were the most influential. When they went back to their departments to effect ergonomic change, they were going to need people who would listen to them and engage with them.”

Their bi-weekly core team meetings were supplemented by monthly Skype meetings where Anderson would present

Leader—Autumn 2020

them as best practices on the

quality in a business case for

motions, lifting, working with

injury. Those were the jobs we

18

By the middle of 2019, six months into the project, the company’s Executive Leadership began to see solid gains in reducing injuries and recapturing days previously lost to injury.

By the middle of 2019, six months into the project, the company’s Executive Leadership began to see solid gains in reducing injuries and recapturing days previously lost to injury. As a result, it encouraged the core team to devote more time to the ergonomic initiative.

“Leadership realized the ergonomics program was a value-added initiative that supported the overall goals of the facility,” the Safety Manager says. “Take quality, for example. Quality, as you can imagine, is very important

46 percent, and the rate of

Underlying the numbers is

time, never been exposed to any kind of safety-hazard awareness. So, the common attitude was, well, we’ve been doing it that way for 30 years and nobody’s ever gotten hurt—until now. Well, one injury in 20 years is one injury too many.”

Starting small, Anderson encouraged the core team to initially focus on what is called “quick wins.” “What can we fix to show change for just a couple of hundred dollars and get mindsets to change at the same time?” the Safety Manager asks. “The core team took a floor-up approach. We

an ergonomic topic germane to

in the medical-device world.

the facility’s goals and assign

We discovered that quality

quick wins, the low-hanging

an exercise related to the topic.

improvement was one of the

fruit. We adapted a ‘just

The team would present its

added benefits of ergonomics.

do it’ kind of attitude and

exercise solutions at the next

And so, we began to emphasize

implemented quick changes

monthly Skype meeting and log

the value of improved

that, over time, turned the

went after the easy wins, the

vpppa.org

“It’s more than just safety,”

culture around. A year ago,

safety, in culture. People

ergonomics was never talked

are very proud of their

the Safety Manager says.

about here. Not once. Now, it’s

accomplishments. People

“It’s more than enhancing

brought up several times a day

on the floor come to their

the bottom line or improving

by several people. In the course

representatives in the area and

quality. The program is

of a year, we’ve got everybody

talk to them about ergonomic

about employee engagement,

talking ergonomics.”

efforts. The representatives

employee morale. There’s an

(the core team) can look at

element of employee retention

the progress they’ve made

a workstation, assess the

here because people feel like

at their facility,” says the

manufacturing process and

they’re part of something way

Corporate Health and Safety

identify the risks. Then the

bigger than themselves. It’s

Program Director. Remember,

team resolves the risk on its

about employee attraction.

it was the Corporate Director

own or with Ergo-ology’s

People in the community hear

who brought in Ergo-ology

assistance. This was the first

about our ability to take care

to implement an effective

time we looked at the use of

of our employees so it attracts

ergonomics program at

ergonomics at the facility

more talent to the facility.”

the facility originally.

site. The results exceeded our

The Corporate Director’s

expectations. The success of

problems,” the Corporate

overarching responsibility

the program has drawn the

Director adds, “we’re making

involves managing the health

interest of other company

employees feel better by

and safety of 19,000 company’s

sites. In fact, we plan to roll

making their jobs easier.

employees worldwide.

out a similar remote support

We’ve enhanced employee

“I’ve seen improvements

program across all our North

engagement on the job and, by

in some of the tools they’re

American sites over the next

so doing, we’ve changed the

using, improvements in

three years.”

entire production culture.

“I’m very pleased with

vpppa.org

“We’re not just solving

Brock Anderson is the Owner & Principal Consultant of Ergoology, Inc. His passion for enhancing human performance and establishing operation efficiency has landed the attention of leaders in both Sports and Industrial settings.

Before launching Ergo-ology in 2015, Brock worked for organizations like the Atlanta Falcons, NASA, Coca-Cola, Gulfstream Aerospace, USA Olympic Weightlifting Team and conducted several years of Muscle Fatigue Research at Auburn University. He has a dual Master's degree in Biomechanics and Physiology and spent several years (post-graduate) studying Occupational Ergonomics and Industrial Engineering at Auburn University. Brock is a Certified Professional Ergonomist (CPE), a Certified Industrial Ergonomist (CIE), a Strength and Conditioning Specialist (CSCS) and Certified Lean Six Sigma Black Belt (LSSBB).

Leader—Autumn 2020

19

By Ryan Cowart, CPE, Senior Consultant and Ergonomics Enginee r, Humantech

20

Leader—Autumn 2020

vpppa.org

Throughout my nine years as a professional ergonomist, I’ve been fortunate to collaborate and engage with many organizations to create meaningful workplace change. From foundational awareness trainings to advanced work cell and vibration-exposure analysis to senior leadership summits, my time spent with midto large-size companies has been as broad as it has been deep.

However, the greatest percentage of the time I allocate to working with organizations is demystifying the field of ergonomics; where the applications of this engineering discipline begin and end. t would be incorrect to

Leading research in the field

work performance, to name

say that the ergonomics

of psychology suggests that

a few. The list of benefits is

profession needs only to

people tend to connect things

in no particular order; the

address a few questions

they are unfamiliar with to

outcomes are most certainly

to be effective. In fact, listing

things that they are familiar

associated with an effective

out as many topics as I can

with. This is called confirmation

process. Ergonomics is no

think of wouldn’t do this field

bias—the tendency to gather

longer just about the health

justice, as the principles of

evidence that confirms

and safety benefits.

workplace design are dictated

preexisting expectations—and

by the specificity of the job,

it happens to be one of the

the employees, the culture

strongest types of feeling or

that exists on-site and the

inclination humans possess. It

equipment workers are provided

is in large part because of these

to get that job done right.

Following is a list of common myths, and their corresponding truths, to begin understanding the implications of occupational ergonomics.

While not exhaustive, this is an illumination of the perceptions, strategy, implementation and management of an ergonomics process. As one of my colleagues once cleverly stated, “I will likely gain more and more enemies the further down you read!” Nevertheless, here are the top five myths I argue are the most applicable in our current business climate.

The Value of Ergonomics It only improves employee well-being.

inclinations that many believe the myth that ergonomics is all and only about employee wellbeing; injury/illness rates, lost workdays, and the like.

Contrastingly, ergonomics design impacts the physical and psychological elements of a worker. It’s logical that an employee who doesn’t experience pain and discomfort when working will experience greater enjoyment, or at least less dread, as opposed to those who do have such symptoms. Furthermore, we find that employees show

The Societal Cost of Poor Workplace Design It’s just for work, it won’t follow you home.

If we “zoomed out” of a specific production facility and took more of a global view of things, we’d find that very few people evade the negative impacts of poor workplace design. Whether you are assembling a fighter jet wing, typing up a document at a computer workstation, cleaning dishes after Thanksgiving dinner or delivering parcels to a customer, awkward postures, excessive forces and/ or repetition of activity is likely involved. The myth people

significantly more engagement

seem to tell themselves is that

in their work culture when

ergonomics is just about work

their organizational leaders

and not something to consider

are actively involved in the

after hours.

improvement process.

Enhanced employee

A 20-year study recently published reported that low-

engagement leads to word-

back pain was the sixth highest

It’s surprising to me that

of-mouth conversations

cause of the global burden of

business units and divisional

about positivity, which in turn

disease, just after HIV/AIDS and

leaders within organizations

begins the snowball effect of

before Malaria (Lancet. 2012).

aren’t better informed of

reduced job turnover, reduced

One out of eight Americans will

the values of ergonomics.

absenteeism and increased

experience back pain during

vpppa.org

57%

of those who die from opioid-related deaths had at least one prior workplace musculoskeletal disorder.

Leader—Autumn 2020

21

The truth is that a high-frequency task will increase the MSD risk of just about any job, but increasing the force required to complete the same task comparatively increases the risk far greater.

his or her working life. What’s

consider the traditional means

rotation is the most common

more, 2012 research suggested

of applying forces with the

inquiry we receive, since

that 57 percent of those who

body, but to also think about

many still believe that the

die from opioid-related deaths

those created by the hands, like

application of job rotation

had at least one prior workplace

pinching, pressing and grabbing

reduces the risk of MSDs

musculoskeletal disorder

various objects, increasing MSD

in the workplace. From a

(Cheng et. al. 2012). Of that

risk as well.

psychological perspective,

most affected occupations were that of construction workers, farmers and material handlers. The truth is that poor workplace design, while obviously present in the work environment, can and does follow you home.

The Primary Biomechanical Risk Factor of MSDs Frequency kills.

You’ve seen them in pop

culture references, films and perhaps even during a work site demonstration. Exoskeletons are here and they will likely get better in the future, but what about right now? How effective are current industrial exoskeletons at reducing MSDs? The myth that manufacturers

biomechanics and other

and stakeholders would have

applied sciences has stated

you assume is that the devices

the myth that frequency is the

undoubtably increase worker

greatest culprit in predicting

productivity, while also

MSD risk of a given job. Even

enhancing employee well-being.

The reality on exoskeletons

confirmation bias of what we

is that this messaging does not

were taught when we originally

align with the findings from

learned about ergonomics,

research experts. A 2019 study of

we too would be firm in our

exoskeletons on worker benefits

belief that frequency kills.

and limitations in preventing

But that’s not who we are; as professionals in the field of environmental, health and/or safety sciences we’re actively seeking what is true.

The truth is that a highfrequency task will increase the MSD risk of just about any job, but increasing the force required to complete the same task comparatively increases the risk far greater. The 2019 Liberty Mutual Workplace Safety Index reveals that overexertion (e.g., lifting, lowering, pushing, pulling and carrying) is the #1 cause of non-fatal workplace injuries in the US, accounting for 23 percent of all non-fatal workplace injuries and $13.11 billion in direct costs per year.

This is approximately $250 million per week directly related to high force exertions.

I challenge readers to not only Leader—Autumn 2020

Industrial Exoskeletons & Employee Use They will solve all of your problems today.

Research in the field of

if we begin reverting to our

22

the effectiveness of job

employee pool, the top three

MSDs suggests that, while loads on primary joints are reduced, the neighboring joints increase in magnitude, quality errors increase and energy expenditure increases with the use of certain models. Clearly, the data is stratified and inconclusive regarding the application of these devices to the current work environment. What we continue to see is that industrial exoskeletons, while able to make a substantial impact in specific operational jobs, have not yet reached a point where they should be considered for uniform introduction to the employee workforce.

Job Rotation It magically reduces MSD risk.

enlargement (the expansion of one’s role to include additional responsibilities that were previously not associated with a given task) could invoke a range of emotions; from intrigue in acquiring new skills to outright frustration in having to do more with less. Nonetheless, simply transitioning team members from one role to the next within a given 8- to 12-hour shift does not dilute the jobspecific risk introduced to the rotated worker.

The truth about job rotation is that there is weak evidence supporting such an effort as a strategy for the prevention and control of MSDs. Results of a 2017 study suggest that attempting to “balance” high-risk, medium-risk and low-risk tasks ends up creating three jobs that are all high risk (Gallagher et. al. 2017).

Therefore, job rotation should no longer be considered an option for reducing MSD risk.

To conclude, I hope that the explanation of the top five myths and truths helped shed light on the perceptions, strategy, implementation and management you choose to undertake when working your plan. Smart people design things they tend to understand. For the elements they don’t, a person is usually tasked with doing it manually.

My hope is that you find the passion needed to understand ergonomics and do it right.

To learn more about how Humantech can help you use the science of ergonomics to improve workplace

In a non-office work

performance, visit

environment, the topic of job

www.Humantech.com. vpppa.org

Ryan Cowart, CPE, Senior Consultant and Ergonomics Engineer, facilitates the deployment of Humantech ergonomics software solutions and conducts on-site workshops across global companies. He performs musculoskeletal disorder risk assessments and redesigns workspaces.

Prior to joining VelocityEHS’ Humantech, Ryan completed an internship as an ergonomics engineer at Intel Corporation, where he led projects throughout the manufacturing site to reduce workplace risks and collaborated with area managers to implement appropriate mechanical assists and new tool designs. He also evaluated job rotation schedules and workflow design to increase production output and safety.

Ryan received both a Bachelor of Science and a Master of Science degree in Kinesiology from Indiana University, in Bloomington, Indiana. He has achieved recognition as a Certified Professional Ergonomist (CPE).

SOURCES 2019 Liberty Mutual Workplace Safety Index Alabdulkarim S, Nussbaum MA, Rashedi E, Kim S, Agnew M, Gardner R. (2016). Impact of task design on task performance and injury risk: case study of a simulated drilling task. Ergonomics. 2016 Aug 31:116. [Epub ahead of print] Cheng M, Sauer B, Johnson E, Porucznik C, Hegmann K. Comparison of opioid-related deaths by workrelated injury. Am J Ind Med. 2012;56(3):308–316 Gallagher S, & Schall MC Jr. (2017). Musculoskeletal disorders as a fatigue failure process: evidence, implications and research needs. Ergonomics. 2017 Feb;60(2):255-269 Gallagher S, Schall MC, Sesek RF, and Huangfu R. (2017). Job Rotation as a technique for the control of MSDs: A fatigue failure perspective. Proceedings of the Human Factors and Ergonomics Society of the 61st International Annual Meeting. Austin, TX. Goggins RW, Spielholz P, Nothstein GL. (2008).

Estimating the effectiveness of ergonomics interventions through case studies: implications for predictive cost-benefit analysis. J Safety Res. 2008;39(3):339-44.

Hawkins, Roelofs, Laing, & Davis (2019).

Opioid-related overdose deaths by industry and occupation—Massachusetts, 2011–2015. American Journal of Industrial Medicine. Volume62, Issue10.

October 2019. Pages 815-825. https://doi.org/10.1002/ajim.23029.

McGowan, B. (2018). Industrial Exoskeletons: What You're Not Hearing. Occupational Health & Safety Magazine. October 2018.

Padula RS, Comper MLC, Sparer EH, and Dennerlein JT. (2017). Job rotation designed to prevent musculoskeletal disorders and control risk in manufacturing industries: A systematic review.

Appl Ergon. Jan;58:386-397.

Theurel, J. & Desbrosses, K. (2019). Occupational Exoskeletons: Overview of Their Benefits and Limitations in Preventing Work-Related Musculoskeletal Disorders, IISE Transactions on Occupational Ergonomics and Human Factors, 7:34, 264-280.

Years lived with disability (YLDs) for 1160 sequelae of 289 diseases and injuries 1990-2010: a systematic analysis for the Global Burden of Disease Study 2010.

Lancet. 2012 Dec 15;380(9859):2163-96. doi: 10.1016/ S0140-6736(12)61729-2.

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Leader—Autumn 2020

23

Employers Beware: By Sabrina N. Williams, Ph.D., Columbia Southern University

Ergonomic Challenges of Telecommuting During COVID-19

I

n the wake of the COVID-19 global health pandemic, telecommuting has become the “new normal” for many in the American workforce. As states and local municipalities continue to implement stay-at-home and safer-at-home orders, telecommuting remains an integral part of many employers’ efforts to reduce the

transmission of the virus in the workplace.

Permitting employees to work from home during the novel coronavirus outbreak offers many benefits as it allows for continuity of operations in some businesses that might otherwise be shutdown. Telecommuting also allows asymptomatic employees to continue working without putting other workers’ health at risk. Likewise, telecommuting benefits employees who may be at a higher risk of contracting the virus due to underlying health conditions.

For employees, the option of working from home also comes with the convenience of working comfortably in pajamas or loungewear without having to deal with a daily commute, office politics, or the typical office distractions. Although these conveniences may seem ideal, transitioning to a remote work environment does not come without some challenges, especially when employees are required to setup their home workstations. Incorporating ergonomics during the setup of a remote workstation is vital as failure to do so can mean the difference between a positive and a negative experience for employers and employees.

Converting Your Home into a Working Environment

When millions were abruptly forced from their workplaces earlier this year, many employees left their offices with little more than their personal belongings, a laptop and a work assignment in hand. Purchasing ergonomically designed furnishings was likely not a forethought, since many employees (or employers) weren’t certain when or if employees would return to the office. Most workers simply used what was available at home. Kitchens, spare bedrooms and dining rooms have been transformed into temporary workspaces.

24

Leader—Autumn 2020

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Leader—Autumn 2020

25

Lack of good posture for a short period of time might have minimal impact beyond a stiff neck or sore muscles, yet chronic exposure while working in a discomforting position can lead to the development of musculoskeletal disorders such as tendonitis, carpal tunnel syndrome, low back pain and neck pain.

Setting up a workstation in a

on a foot rest? Where are the

might have been designed with

manner that promotes good

demonstrations explaining how

ergonomic considerations—

posture is an important aspect

to adjust the table, desk and/or

such as dual computer

of telecommuting. Employees

other work surfaces to a height

monitors, chairs with lumbar

might find the prospect of

that allows both the placement

support and height-adjustable

working from their comfortable

of a chair underneath with

desks—these features are likely

couch or bed all day rather

adequate knee clearance and

not the norm in the remote

tempting; however, these are

the use of a keyboard while

work setting. Yes, it may be

not optimal places to perform

maintaining the elbows at a

convenient for employees to

work because of the undue

90-degree angle?

use what they have readily

strain placed on the neck and

available, but a remote

lower back.

While the office setting

Unfortunately, many

ergonomically safe if it is not

employees may not think

and health, but over time, not

arranged properly.

about proper body mechanics

practicing proper ergonomics

until they are already

in the home remote work

ergonomics or the benefits

experiencing discomfort or

setting can prove to be

of a well-designed office

other symptoms. Lack of good

harmful. Hours spent working

environment, some employees

posture for a short period

hunched over laptops can

are now working with their

of time might have minimal

result in symptoms ranging

necks bent over laptops for

impact beyond a stiff neck

from wrist pains due to typing

extended periods, sitting in

or sore muscles, yet chronic

with the wrist flexed, to lower

chairs that are too low while

exposure while working in a

back pain from sitting with

working with their arms and

discomforting position can

the lower back unsupported to

wrists resting on tables which

lead to the development of

neck pain from looking down

are too high.

musculoskeletal disorders such

at the computer monitor.

With little consideration for

Working remotely under such

as tendonitis, carpal tunnel

circumstances for a short period

syndrome, low back pain and

of time, although not ideal,

neck pain.

ergonomic injuries; however, with the extension of stay-athome orders, not utilizing an

Non-COVID Related Consequences

Employers’ Responsibilities to Remote Workers In compliance with the

Occupational Safety and

Throughout the pandemic,

Health Act (OSH Act) of

employees have constantly

1970, employers have the

been reminded to wear face

responsibility of providing

masks, wash their hands and

employees a safe and healthful

practice social distancing

work environment that is free

to reduce the likelihood of

from recognized hazards that

transmitting the coronavirus

are causing or likely to cause

to others. Yet, few messages

death or serious injury. Does

have been relayed regarding

this responsibility extend to

Ergonomics is the scientific

what employees should do to

remote workers?

discipline that uses information

prevent exposing themselves

from human capabilities and

to the hazards caused by poor

of the OSH Act, the concept

performance capacities to fit

ergonomic habits.

of telecommuting was just

ergonomic workstation design could potentially lead to chronic injuries for employees and unanticipated expenses for employers.

Ergonomics and the Remote Worker

the needs of individual users

Leader—Autumn 2020

imminent danger to safety

workstation might be far from

might not cause long-term

26

A remote workspace might not look unsafe or pose an

Where are the PSAs

At the time of the passage

starting to be recognized

in the design of products, tools

reminding remote employees

but with a slightly different

and equipment. When used in

to arrange devices—such as

connotation than we have

the design of the workplace,

the monitor, keyboard and

come to understand in the

ergonomics can be beneficial in

mouse—so they are accessible

21st century. Although it is not

arranging tools and equipment

without overreaching or

likely the Occupational Safety

in a way that allows people to

straining? Where are the

and Health Administration

work efficiently and safely.

placards showing remote

(OSHA) will conduct in-

Likewise, a properly designed

employees how to setup their

home workplace inspections

workstation should be arranged

chair for a comfortable seated

to address safety and health

to fit the user in a way that

posture with their lower back

issues, employers may still

allows a task to be performed

well-supported and their feet

be impacted financially by

without risk of injury or illness.

either resting on the floor or

in-home accidents that vpppa.org

might be covered by workers’

evaluate their current injury

compensation insurance when

reporting systems to ensure

employees work remotely.

there are clearly identified

Therefore, it is important

procedures that can be

for employers to provide

implemented immediately

the necessary resources

among employees, supervisors

to maintain, not only the

and health care providers. When

productivity levels of their

possible, employers should

remote employees, but also

consider implementing online

their health and safety.

injury reporting systems to encourage employees to report

Promoting Proper Ergonomic Practices Flexible work arrangements

and remote work may indeed become the norm for the foreseeable future. Some employers may choose to allow employees continue working remotely even beyond the COVID-19 pandemic. To address the needs of this new telecommuting workforce,

symptoms early on.

Flexible work

arrangements and remote work may indeed become

the norm for the

foreseeable future.

employers must work with employees to ensure their

In order to maintain the

home working environment is

health and safety of remote

ergonomically safe.

employees, employers should

Employers can manage

also provide employees with

and mitigate injury risks

resources—such as OSHA’s

and promote proper

eTools—which are interactive,

ergonomic practices by

web-based resources designed

educating employees on

to prevent ergonomic injuries

the benefits of ergonomics,

and illnesses. Remote

encouraging early reporting

employees might find the

of symptoms, and providing

computer workstation eTools

the resources necessary to

useful as a guide when setting

assess their remote work

up their remote workstation

settings. Education should

or as an assessment tool when

focus on the proper setup of

making improvements to

workstations and equipment

their workstations.

and the importance of proper

The promotion of proper

musculoskeletal support.

ergonomic practices is key

In addition, employees

to preventing occupational

should be knowledgeable of

injuries and illnesses among

ergonomic risk factors, which

remote workers. Adopting

will make them more aware if

good ergonomic practices

symptoms such as numbness,

does not necessarily happen

tingling, swelling and joint pain

instantly in an office setting.

begin to occur.

Likewise, the implementation

Under normal circumstances,

About Columbia Southern University For more than 25 years, Columbia Southern University has been a leader in occupational safety and health education. Taught by experienced safety experts, CSU’s bachelor’s and master’s degree programs in occupational safety and health are recognized by the Board of Certified Safety Professionals as Graduate Safety Practitioner® Qualified Academic Programs. CSU’s occupational safety and health degree programs meet the educational requirements mandated by the Board of Certified Safety Professionals for the Associate Safety Professional designation (ASP®) and the Certified Safety Professional designation (CSP®).

process may be even more

employees would likely report

challenging in a remote

an ergonomic injury to their

work environment. Yet,

immediate supervisor, and an

employers have an obligation

incident report form would

to keep workers safe from

be completed to begin the

recognized hazards including

reporting process. Because

the ergonomic hazards that

employees are now working

could potentially result from a

remotely, employers should

remote work setting.

vpppa.org

Sabrina N. Williams, Ph.D., is a full-time faculty member in the College of Safety and Emergency Services at Columbia Southern University.

She also owns and operates an ergonomics consulting firm based in Brandon, Mississippi.

She received a Bachelor of Science in mathematics from Southern University and both a master’s and doctorate degree in industrial engineering with emphasis in ergonomics and human factors engineering from Mississippi State University. Dr. Williams has a career that spans more than 20 years in various aspects of the safety profession including the U.S. Department of Labor Occupational Safety and Health Administration.

Leader—Autumn 2020

27

By Dr. Davana Pilczuk, Corporate Ergonomics Senior Manager, Cintas

28

Leader—Autumn 2020

MONEYBALL

E R G O

PLAYING THE GAME DIFFERENTLY vpppa.org

Any die-hard baseball fan knows the famous true story of General Manager Billy Beane and the Oakland A’s.

In 2002, Beane was faced with a daunting task: build a top-notch Major League Baseball team on a shoestring budget. He was in a tough situation. Unable to afford home-run hitters and flashy players, Beane would actually go on to make history with his unconventional way of playing the game of baseball.

A

ll too often, creating a

and the odds aren’t to your

successful ergonomics

advantage, then you must play

program can feel like

the game differently.

an overwhelming task. Budgets are frequently small, staff size is usually even smaller and yet more often than not, the leading type of injury in a business, is from poor ergonomics. This combination of a small team, small budget and a never-ending workload

Beane didn’t have a lot of money to afford expensive homerun hitters. The traditional thinking had been that in order to win games, you needed to have powerhouse players. But those

can feel like a losing recipe.

hitters came at a high price

However, by following some of

and Beane just couldn’t afford

the same thinking Beane used

them. He was stuck. How do

to make his team successful,

you win games when you can’t

ergonomists can easily clear

hit home runs? The answer

some common hurdles faced by

was: you don’t. The trick to

most corporate programs.

winning games is to get runs.

In my experience,

The more players you could

ergonomics programs tend to

get on base, the higher your

face three problems: lacking

chance of getting a run. The

the finances for big solutions,

more runs you get, the more

not having enough staff to

you win. It’s that simple.

implement the program

vpppa.org

Just get on base

Ergonomists need to stop

throughout the company and a

focusing on expensive, large,

general lack of corporate buy-

glitzy projects and start putting

in. From a staffing standpoint,

their energy into just getting

ergonomics programs are not

on base. Simple ideas that cost

usually very big. There might

less than a couple hundred

be a small group of experts

dollars can make a big impact

whose role it is to oversee an

in reducing ergo risk. Ideas like

entire program across multiple

putting wheels on anything

sites, with little to no additional

people have to manually

help. It’s very easy to feel

push, pull or carry is a great

deflated, especially in times

(and cheap) ergo solution.

when time and money are tight,

If wheels already exist, then

and additional headcount isn’t

improve the handle being used

in the cards. However, small

so grip force is decreased and

teams and small budgets do not

the item can be maneuvered

make or break great programs.

more easily. Fancy solutions

When the stakes are high

like automating something is Leader—Autumn 2020

29

Ergonomists need to stop focusing on expensive, large, glitzy projects and start putting their energy into just getting on base... Ideas like putting wheels on anything people have to manually push, pull or carry is a great (and cheap) ergo solution.

always ‘cool’ and eye catching,

However, I challenge this way

leaders is vital to the success

but the time, money and effort

of thinking and think you

of your program. Create a

it takes to implement a project

should too.

“train the trainer” program allowing them to teach their

like that is high. I would take a

To solve problems, you

hundred base hits over an ergo

don’t always need an expert.

departments, field office

home run any day.

Often, problem solving

furniture questions and

requires someone who is highly

conduct simple workstation

Recruit undervalued players

creative, doesn’t get frustrated

evaluations. The admins I

with failure and someone who

have worked with in my career

simply likes to tinker. Workers

have been huge advocates

Beane was forced to find

experienced in building

for ergonomics since they

maintenance, assembly work

know what it feels like to be

and mechanics make great ergo

uncomfortable at work.

With such a small payroll,

athletes with small price tags.

Famous players came with hefty contracts, so Beane decided to look elsewhere. He recruited players considered past their prime by scouts and even signed injured ones, whom no one thought would be of value. The league valued youth, power and flash. Beane valued experience, passion and teamwork and his idea to use undervalued players paid off.

Many companies turn to their ergonomics department to solve their ergo problems.

If a separate ergonomics department doesn’t exist, companies often turn to the safety professionals to figure out how to reduce their rising soft tissue injuries. At first this seems like the smart and obvious thing to do; turn to the experts to solve the problems.

problem solvers. These folks

Admins also have a massive

love figuring things out. They

internal network and can reach

see a challenge in front of them

key people you may not have

and they start to tweak, modify

had access to. By putting them

and even play with ideas to

on your ergo teams, they can

solve the problem at hand.

help you behind the scenes by

Find these types of people in

supporting your initiative and

your business and put them

influencing those hard to reach

on your ergo teams. Bring

executives who’s buy-in you

them with you to conferences

definitely need.

or give them some internal training on how to design with ergo in mind and you will see them create an idea far better than what many of the experts could ever have designed and probably for half the cost.

Another great group to recruit is administrative assistants. Most ergonomists are not only tasked with solving ergo problems, but they have to create and conduct corporate wide ergo training, lead ergo teams, sit on injury investigations, do job evaluations, office evaluations and the list goes on. At some point, things fall through the cracks and this is where admins can help.

Admins are often a highly undervalued group, yet their role and position next to key

Approach the game differently

The A’s used a process called sabermetrics, which had not been used before in baseball. It was uniquely different way to objectively measure a player’s success versus the old way, which relied on more subjective measures. At first, others criticized Beane’s approach, but after seeing how well it worked for the A’s, sabermetrics is now a common way teams measure a player’s success.

One of the largest complaints from ergonomists is the lack of corporate buy-in for ergonomics programs. It seems as if the C-suite understands financials, key performance indicators and even safety regulations, but when it comes to ergo, they just don’t get it. In my experience, it isn’t that management doesn’t ‘get’ ergonomics but rather ergonomists have been selling it all wrong. Safety professionals and ergonomists tend to focus on counting injuries while businesses tend to focus on financials. My advice: Stop focusing solely on injuries and start talking business. Unfortunately, injuries

30 Leader—Autumn 2020

vpppa.org

aren’t unpredictable and a lag indicator. Yes, they do cost money, but who gets injured and when, is extremely hard to predict. Instead, focus on leading indicators that are much more immediate, have a direct impact to the business and can show solid financial gains.

Tact time, overtime and rework are all common examples of productivity and quality metrics. When people begin to fatigue, these will be the first measures impacted by poor ergonomics.

A decline in performance is the first thing you will see happen, well before an injury kicks in. When the body gets

A decline in performance is the first thing you will see happen, well before an injury kicks in. When the body gets tired, it starts to slow down, and it makes mistakes.

huge labor costs while simultaneously reducing ergo risk to the body. It’s a win-win.

In the end, the A’s went on to the playoffs and became the first team, in over 100 years, to win 20 games in a row. Beane’s decision to use undervalued players, getting base hits and playing the game differently, paid off. As for the safety world, just because the game doesn’t feel fair, doesn’t mean you can’t win. Use Beane’s innovative approach to winning and never be afraid to just get on base.

example, overtime is also a big indication that the job is too difficult, plus overtime

tired, it starts to slow down,

is costly. Therefore, look for

and it makes mistakes. We

jobs that require additional

struggle to focus and maintain

manpower, additional hours

the pace, so always look for

or additional rework and you

performance decrements since

will almost always find poor

they are indications that the

ergonomics as the culprit. If

job demands are too high

you can reduce overtime and

for people to maintain. For

rework, you will be reducing

Dr. Davana Pilczuk manages the ergonomics program for Cintas.

Under her tenure, the program won the 2019 OSHA Innovation Award, 2019 Excellence Award and 2018 Ergo Cup award from the Applied Ergonomics Conference. The Cintas program is annually benchmarked

by Fortune 500 companies learning how to implement a participatory ergo program.

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Leader—Autumn 2020

31

AS THE MOST VALUABLE ASSET f so

e Principl h e T

Ergonomics n a e L

By Dr. Earl Blair, CSP, Visiting Lecturer of Safety Management at Indiana University and Steve Davis, CLE, CEM, CQCSM, SSHO, True Lean 32

Leader—Autumn 2020

vpppa.org

VPPPA is a benchmark for organizations that aspire to go beyond safety basics and be the best. They share many fundamental principles with the Toyota Production System (TPS)—principles have made TPS a benchmark for organizations across all industries.

S

o how did TPS become

fact, that term was a generic

Development, and the Lean

recognized as the most

title based upon the authors’

Systems Program was born.

efficient system in all

reflections of TPS in the 1990

The Lean Systems Program’s

of manufacturing? After

book The Machine That Changed

Mission is to explore, study

World War II, Toyota was on

the World. The book was based

and teach the workings of the

the brink of bankruptcy and

upon an MIT five-year research

Toyota Production System. The

recognized they needed to

study on the future of the

True Lean™ title for the course

fundamentally change the way

automobile. “Lean production”

offerings was chosen to reflect

they managed the company. One

has since become a generic

that the source of the core

of their first steps was to rebuild

term that is used worldwide. An

content is based upon the origin

a relationship of trust with their

interesting note from Amazon’s

and first-hand knowledge—

team members, listening to

introduction to an updated

Toyota—while also connecting

their needs and recognizing that

version of the book states:

with the common term Lean.

the person in the process was in

There are numerous True

the best position to improve the

When The Machine That

Lean™ offerings including

process. Respect for people was

Changed the World was first

a three-week (over three

a key foundational element.

published in 1990, Toyota

months) True Lean™

was half the size of General

Certification, a two-day People

foundation, next came TPS in

Motors. Twenty years later

Side of Lean which covers

the 1950s when one of Toyota’s

Toyota passed GM as the

the cultural elements and a

leaders, Taiichi Ohno, began

world’s largest auto maker.

week-long Lean Ergonomics

the practice of going to the

This management classic

Certification. True Lean™

floor to observe processes and

was the first book to reveal

Instructors include former

to identify waste. By involving

Toyota’s lean production

Toyota leadership, many of

team members in these

system that is the basis for its

whom were among the first

activities, they began to create

enduring success.

North American management.

Building upon this cultural

The program also has a Toyota

a culture of engagement and continuous improvement across

Executive-in-Residence.

all levels of the organization.

inquiries from others around the

Over time, these efforts evolved

globe who wanted to learn more

to True Lean™ as a total

into a complete management

about TPS.

enterprise system covering

“System”—later labeled as the

One of Toyota’s efforts to

There are many aspects

culture, principles, methods and

respond to these requests

behaviors. There are three True

and to share TPS knowledge

Lean™ mutual goals: 1) For the

refer to what Toyota created,

and experience came in 1994,

customer, 2) For the people/

the Toyota Production System,

when they established a

team members and 3) For the

as being the most efficient in

partnership with the University

company. We cannot cover all

all of manufacturing. What is

of Kentucky (UK) College

aspects of True Lean in this brief

surprising to some is that Toyota

of Engineering Institute of

article, but one foundational

didn’t use the term “lean.” In

Research for Technology

element of True Lean™ is for all

Toyota Production System.

Many observers began to

vpppa.org

Toyota received numerous

Leader—Autumn 2020

33

Standardized Work: The

using the same framework. By

written, current best method

following these eight steps,

for safe and efficient work that

one can methodically find a

meets the required quality

problem, fix the problem at

and provides the foundation

its root cause, and keep the

for continuous improvement.

problem from coming back.

This clearly defines the normal

Toyota views problems as an

condition, thus supports the

opportunity for improvement

employees to self-manage as

and encourages people to

they perform their work. By

raise problems. In fact, Toyota

knowing normal, abnormal

takes quality and safety so

can be immediately identified

seriously that team members

and addressed. Abnormal is

on the production assembly

a primary source of waste elimination as it identifies the

A class participant (who is also a State OSHA VPP Auditor) receiving his certification.

waste itself, thus an opportunity to improve.

Standardized Work

to endlessly seek, identify and eliminate waste. This will always benefit the customer, the people and the company.

A few key practices which

documents are created by the

to stop the line but are expected to stop the line if a safety or quality issue arises and a countermeasure can’t immediately be implemented.

team members doing the work rather than management or engineering. These are living documents that are maintained

create the environment for

and adjusted in each work area

waste elimination are:

as improvements are made. By integrating safety and health practices into the Standardized

Heavy-Duty Control Room Chairs

line are not only empowered

Work, the processes are designed based on prevention of injuries and illness.

Safety is included in the Standardized Work!

What is

fundamental

for all of this to succeed is to a

culture of respect for people.

There are many other practices in the system, but

Job Instructions Training (JIT):

these key practices directly

Job instructions are created

support safety and health

based on the Standardized Work

management. The system

documents and are written

ensures all of the resources

in a standard format which is

are provided to conduct safe

then used to methodically train team members. Job Instruction Training ensures that each employee performs the same way every job cycle. Thus “normal” is consistently repeated.

Safety is part of JIT! 5S: This is the organization and

work. Internal experienced practitioners support the people doing the work safely while producing good quality. Not only is this a culture that puts safety first, it is, as noted earlier, based on a culture where respect for people comes first.

One True Lean™ offering

cleanliness of each work area and

referenced above is a week-long

provides the physical foundation

Beta Course in Ergonomics.

to successfully perform

The Certification in Lean

standardized work and to

Ergonomics is conducted as

INTENSE CHAIRS FOR INTENSE JOBS

visually see normal vs abnormal.

an on-campus experiential

24/7 Use  Up to 550 lbs.  6-Year Warranty

Eight Step Problem Solving:

by safety and health experts,

This is a systematic problem-

True Lean™ individuals

solving methodology that

with Toyota experience, and

applies to all types of work

it features individuals with

and all levels of complexity.

extensive experience relating to

Every problem is approached

OSHA VPP—one who led two of

(800) 892-5563 CONCEPTSEATING.COM

34 Leader—Autumn 2020

course. These sessions are led

vpppa.org

the earliest sites in the United

seconds in the United States.

States into VPP as Star sites

This rate of retiring baby

and another who is an OSHA

boomers will continue

VPP auditor.

through 2030. The result

We are often asked, “Does an

of this mass number of

organization need to be a lean

retirements is there won’t be

organization before they adopt

enough laborers to fill

Lean Ergonomics?”

The answer is, “No, organizations merely need to

the workforce.

• The aging and retiring workers impact the need

be at a place where they have

for Lean Ergonomics. As

begun process improvement.”

workers age they generally

Think about the ergonomic

become more susceptible

challenges ahead for

to strains, sprains and

organizations:

•

Injury and illness statistics

ergonomic-related injuries.

have demonstrated that

And as workers retire,

for the past 20 years, over

there is a greater need

one-third of non-fatal

for industries to improve

disabling injuries are due to

efficienc while maintaining

poor ergonomics. This means

and increasing productivity.

that 30-40 percent of every Workers’ Compensation dollar spent is due to poor ergonomics that result in

•

these illnesses.

There are 77 million baby boomers who were born

To prepare for these challenges, organizations from all industries have adapted, or are in the process of adapting, Lean Ergonomics as a critical element of their other lean practices.

What is fundamental for all

between 1946 and 1964.

A baby boomer now turns

of this to succeed is to a culture

retirement age every eight

of respect for people.

FOR MORE INFORMATION ON LEAN ERGONOMICS VISIT: www.engr.uky.edu/true-lean/what-we-do/ergonomics-certification

LINKEDIN www.linkedin.com/company/trueleanuky/ www.linkedin.com/in/ergonautsteve

Special thanks to other True Lean™ practitioners who contributed to this article.

Steve Davis, CLE, CEM, CQCSM, SSHO, has been working with True Lean™ since 2000, as an Ergonomics education provider. He supports clients as they improve conditions for team members at all levels—in keeping with Toyota’s philosophy of Respect for People. His focus is to systematically identify the true root cause in order to prevent the problem from recurring. This is in keeping with his rich experience demonstrating that ergonomics are the symptom of process inefficiencies. Steve began developing this expertise in the aerospace industry where he programmed, setup and operated Computerized Numerical Control machines. He then transitioned to employee development, safety & health/quality systems management, including experience with Halliburton.

Steve has worked in both general industry and the construction industry, including contractors with the US Army Corps of Engineers/ US Navy, serving as a Construction Quality Systems Manager or a Site Safety and Health Officer. He majored in Organizational Communications with a minor in Loss Prevention and Safety at EKU. vpppa.org

Top: Dr. Saito (standing) and Ken Kreafle (Toyotas Executive in Residence) addressing the class about TPS culture.

Middle: A class exercise in 5S and Standardized Work.

Participants realize an 80 percent increase in efficiency.

Bottom: Job breakdown exercise for identifying inefficiency and risk factors for poor ergonomics.

Leader—Autumn 2020

35

By Lisa Desai, Director of Behavioral Health Consulting, MindWise Innovations

Mental Health Spotlight

COVID-19 and Construction

Behavioral Health in our Present & Future Workforce As the COVID-19 pandemic continues, mental health remains a very important safety and health topic. The following article is a behavioral health update from our partner, MindWise Innovations.

I

n our Winter 2020

face the impact of a global

across age, ethnic and racial

Leader magazine article,

pandemic recognizing

groups (U.S. Census Bureau).

we discussed the role

behavioral health struggles

of early identification

and providing resources are

and workplace resources for addressing behavioral health problems, as well as the need to reduce stigma regarding mental health and substance misuse through informed dialogue. We recognized that a psychologically safe work environment creates the foundation to hold uncomfortable, yet impactful conversations about behavioral health. Mental illness and substance misuse are treatable. As individuals

effective actions that can be

MindWise Research In the last six months,

taken on an individual and

MindWise conducted surveys

systemic level. Since March,

and polls assessing the impact

health and financial problems

of COVID-19 on businesses.

due to the pandemic have

In one instance 45 percent

resulted in increased levels

of businesses endorsed that,

of stress and uncertainly for

“employee mental health is an

individuals and families. For

extremely important part of

some, the U.S. national unrest has intensified concerns about one’s wellbeing and presents unique challenges.

Impact of COVID-19 and Quarantine

According to a recent Kaiser Family Foundation survey, 45 percent of American adults report that their mental health has been negatively impacted

their culture,” with 20 percent saying they’re starting to see a need to offer more education and resources. Regarding the impact of the pandemic, 30 percent of employers are concerned that returning to work and re-opening plans during COVID-19 will increase employee anxiety. Fifty-five percent are concerned not only about employee anxiety, but also racial

by worry and stress due to

equality and diversity, and

coronavirus. U.S. Census

job/financial insecurity.

Bureau statistics reveal that the impact of the pandemic is felt more significantly by some age groups: 42 percent of 18-29 year olds reported anxiety, while 36 percent reported depression. Among

36

Leader—Autumn 2020

Behavioral Health, Mental Health, Mental Illness— What’s the Difference?

Mental health is defined by

the World Health Organization

those aged 30-39, 34 percent

as a state of wellbeing in

reported anxiety and 28 percent

which people realize their

depression. Further the national

own potential, can cope

unrest in the United States has

with the normative stresses

contributed additional concerns

of life, derive satisfaction vpppa.org

from relationships, and work

worsen underlying conditions.

productively. The ability

When concerns about one’s

to manage in the face of

mental health surfaces, it

adversity and loss while

can be useful to look at the

growing resilience is all part of

timeline. When did the struggles

mental health.

begin and how long have the

Mental illness is different than mental health. Mental illness includes a range of conditions for which there are standard

symptoms lasted? What has changed, and how bad does it feel? The difference between reactive experiences to prolonged stress and knowing

criteria used to diagnose them,

pre-existing behavioral health

such as depression, anxiety

problems can be confusing

and substance use disorders.

and are best approached by

A mental illness significantly

consulting with a mental

affects how a person feels,

health professional.

thinks, behaves and interacts with other people. Mental illnesses are diagnosed by mental health professionals and when recognized early can be effectively treated. Contrary to stereotypes, individuals with mental illness are able to lead productive and happy lives when committed to treatment as needed. According to National Institute of Mental Health, as of 2017, nearly one in five U.S. adults live with a mental illness.

Behavioral health is an umbrella term that includes both mental health and substance misuse with the recognition that both often coexist and impact one another.

How to Make Sense of the Increased Report of Anxiety and Depression?

Why Future Workforce?

The CDC has consistently ranked construction and manufacturing as industries with the highest rates of death by suicide, with four times the incidence compared to the

ecognize the need to start a dialogue R about behavioral health rovide awareness materials and P specialized trainings romote early identification and provide P access to resources Engage at a national level • Take American Association of Suicidology (AAS) workplace suicide prevention pledge.

WorkplaceSuicidePrevention.com • Construction Industry Alliance for Suicide Prevention (CIASP) provides a variety of resources for small construction companies. preventconstructionsuicide.com

general population. Industry related factors such as transient work opportunities, physical demands, financial stress and a culture of stoicism contribute to high rates of substance misuse.

Mental health struggles show up in the workplace through absenteeism, presenteeism, accidents and poor morale which affects both individuals and team morale. From a safety standpoint, behavioral factors such as poor concentration, anxiety, burnout, and substance use increase the chance of onsite accidents.

During a series of focus

In the face of an ongoing health

groups for a leading

pandemic, natural disasters, and

construction company,

national unrest—depression and

MindWise heard from men

anxiety are normative reactions.

and women who had worked

It is important to distinguish

in construction from one year

between normative emotional,

to over 20 years and found the

psychological and physiological

conversations to be remarkable

responses to stressors and

candid. In fact, seasoned

underlying mental health

workers acknowledged that

struggles or mental illness. It

the need to address mental

is also true that the current

health and substance misuse

environment stressors can

in the workplace was overdue.

vpppa.org

Action Steps for Organizations

Bedrock for a Healthier Workforce Leadership’s commitment to addressing behavioral health needs, and prioritizing it as a human and financial imperative, are vital to bringing about lasting change.

Determine what behavioral health resources are available within your organization. Companies often provide wellness services which typically address physical health, but not often mental health. Learn about how depression results in unscheduled absenteeism, how anxiety can show up as presenteeism, and ways in which unrecognized behavioral health struggles can decrease productivity and team performance. The problem is not that individuals struggle with their behavioral health; the true problem is that mental health and substance use in the workplace have been ignored. For the good of the current and future workforce, remember that behavioral health struggles are treatable and suicide prevention can save lives. What is the first step that your organization will take?

Leader—Autumn 2020

37

Younger group members

Addressing the need to

appeared more comfortable

attract young workers to

discussing these issues, likely due to generational differences in the ways mental health

a recent article in Redbox

has been openly discussed in

noted, “Outreach to high schools

schools and amongst peers.

and technical colleges can help

Given the stress inherent in construction and related fields

stimulate the development of

The impact of the global pandemic is surfacing behavioral health needs in unprecedented ways.

it is important to maximize the

trades programs that could

younger workforce’s readiness

channel more workers towards

workplace survey indicated that

construction work when they enter

the biggest driver of investing

Real Needs

the job market.”

in employee mental health

construction require that we

vocational style programs

find ways to support young

to enhance readiness for

to address behavioral health.

The labor needs within

professionals’ ability to thrive in the industry. Eighty percent

In addition to providing

construction and related

Respondents to the MindWise

programs is “providing a better office culture, emphasizing health and wellbeing.”

The second was increasing employee retention and morale,

of construction companies

fields, providing behavioral

while the lowest priority was

surveyed reported difficulties

health and suicide prevention

lowering heath care costs.

filling jobs. (Associated General Contractors of America & Autodesk survey, 2020).

Additionally, a recent survey found that nearly half (44 percent) of responding firms indicated that labor shortages caused them to lengthen completion time for projects already underway. (Autodesk, 2020). Attracting a younger workforce to the construction industry is a major challenge.

Mentorship, free training and paths to advancement are key incentives adjunct to payroll.

Given the mental health and substance misuse risks associated with the pressured, physically demanding, and transient nature of construction, supporting behavioral health

training in trade schools and apprenticeships serves to: 1. Recognize signs of mental health and substance misuse struggles in oneself and others 2. Understand how mental

they turn to one of the most commonly used resources: Employee Assistance Programs (EAPs). Ninety percent of organizations provide access to

up and disrupt relationships

utilization rates hover at just

and the ability to function

5.5 percent (according to the

3. Prepare young professionals for the transition from schools/apprenticeships to the work environment, and 4. Learn effective strategies to

National Business Group on Health in 2018). A MindWise poll found that 60 percent of employers direct employees to their EAP when they ask for mental health resources

manage stress and anxiety

or assistance, with 15 percent

to build competency and

sending people to internal HR

is vital to long-term health,

in one’s professional work

Building a Healthy Pipeline

employee behavioral health,

EAP services, yet historically

self-efficacy. Feeling pride

career longevity.

When organizations begin looking at ways to address

health problems can show

needs of young professionals safety, productivity and

38 Leader—Autumn 2020

the construction industry,

How COVID-19 has Changed the Conversation About Behavioral Health

is key to healthy selfesteem, motivation and

staff. The most effective way to encourage help-seeking is making mental health visible by talking about it and providing a variety of resources

productive engagement

while strengthening the bridge

with team members.

to the EAPs.

vpppa.org

Infographic Corner

According to the WHO,

musculoskeletal disorders rank second worldwide

Research shows that

57 percent of those who die from

opioid-related deaths

behind heart disease and strokes in reducing productive life.

had at least one prior workplace musculoskeletal disorder.

One out of eight

The 2019 Liberty Mutual Workplace Safety Index reveals that

Americans will experience

back pain during his or her working life.

The number of people affected by musculoskeletal

disorders rose to

103.8 million

in 2015 from 77.4 million in 2000, according to data collected by the WHO.

vpppa.org

overexertion is the number one cause of non-fatal workplace injuries in the U.S.

According to NIOSH,

carpal tunnel syndrome

may affect as many as 1.9 million people, and 300,000 to 500,000 surgeries are performed each year to correct this condition.

Leader—Autumn 2020

39

Follow us on social media!

Membership Corner

Facebook @VPPPA Twitter: @VPPPA

Instagram: @VPPPA_Inc LinkedIn: VPPPA, Inc.

We Have A New Website!

Autumn Members of the Month

Announcing the VPPPA Network of Women

that we have launched a new

Autumn (September, October,

looking to network with

website and database. We are

November) Members of the

industry peers? Consider

still a work in progress, but

Month: Kurt Erdmann,

joining the VPPPA N.O.W.

these upgrades will allow us to

Chris Davis and Deb Krajicek.

(Network of Women) Facebook

better serve our membership

Want to submit someone to

group! This is a private space

by providing a more seamless

be considered as a VPPPA

to come together as women to

online renewal and event

Member of the Month? Email

encourage, pose questions and

registration process. The link

membership@vpppa.org.

empower. To find the group,

VPPPA is excited to announce

40 Leader—Autumn 2020

Congratulations to our

Are you a woman in safety

is still vpppa.org—check out

simply search for “VPPPA

our new, cleaner look and

N.O.W.” on Facebook and

awesome resources.

request to join.

vpppa.org

to the 2020 VPPPA Scholarship & Award Winners!

SCHOLARSHIPS Scholarship Winner

June Brothers

Sergeant Safety Scholarship Winner

Scholarship Winner

Stephen Brown

William “Sully” Sullivan

Karsyn Suhadolnik

Lindsey Wooley

MacKenna Kalin

Kristen Denney

Kennewick, WA

Kennewick, WA

Lincoln, NE

Scholarship Winner

Carrollton, GA

ANNUAL AWARDS VPP Innovation Award Winners

VPP Outreach Award Winners

General Electric Healthcare— Electric Avenue

Marsha E. Bevins

GE Healthcare, West Milwaukee, WI

Portsmouth Mission Alliance, LLC, Piketon, OH

Oak Ridge Environmental Management Cleanup Project, Case Management Approach UCOR, Oak Ridge, TN

VPPPA Safety & Health Outreach Award Winner

Michael Horton

Portsmouth Mission Alliance, LLC, Piketon, OH

Portsmouth Mission Alliance, LLC Chevron Phillips Chemical— Cedar Bayou Plant

Portsmouth Mission Alliance, LLC, Piketon, OH

Chevron Phillips Chemical, Baytown, TX

vpppa.org

Leader—Autumn 2020

41

www.vpppa.org

VPPPA National Board of Directors Chairperson Terry Schulte, NuStar Energy, LP Vice Chairperson Dan Lazorcak, CSP, Honeywell International Treasurer Sean D. Horne, Valero Energy Secretary Kristyn Grow, CSP, CHMM, SGE Cintas Corporation Director from a Site With a Collective Bargaining Unit Jack Griffith, CH2M Hill Plateau Remediation Company Director from a Site Without a Collective Bargaining Agent Johnathan “JD” Dyer, Shermco Industries Director from a DOE-VPP Site Stacy Thursby, Navarro—DOE Legacy Management Support

Ad Index

Advertiser Website

Page

AIM www.aimforsafety.com 43 Biokinetix

www.biokinetix.com 40

Bollé

www.bollesafety-usa.com 44

Concept Seating

www.conceptseating.com 34

Director from a VPP Contractor/ Construction Site Brad Gibson, S&B Engineers & Constructors

Glove Guard www.gloveguard.com

Director-at-Large Shelly Ettel, PCAPP

Grace Industries

www.gracefallsafety.com 19

Director-at-Large Bill Linneweh, CSP, Hendrickson International

Roco Rescue

www.rocorescue.com 2

Director-at-Large Andy Youpel, SGE, Brandenburg Industrial Service Company

23

Working Concepts www.softknees.com

31

Director-at-Large Christina Ross, Morton Salt Director-at-Large Rocky Simmons, Mission Support Alliance Editor Kerri Carpenter, VPPPA, Inc. Associate Editor Jamie Mitchell, VPPPA, Inc. EDITORIAL MISSION

The Leader (ISSN 1081-261X) is published quarterly for VPPPA members. The Leader delivers articles from members for members, safety and health best practices, developments in the field of occupational safety and health, association activities, educational and networking opportunities and the latest VPP approvals. Subscriptions are available for members as part of their membership benefits and at a 50 percent discount beyond the complimentary allotment. The nonmember subscription rate is $25 a year.

Ideas and opinions expressed within The Leader represent the independent views of the authors.

Postmaster >> Please send address changes to: VPPPA, Inc. • 7600 Leesburg Pike, East Building, Suite 100 • Falls Church, VA 22043-2004 VPPPA, Inc., the premier global safety and health organization, is a nonprofit 501(c)(3) charitable organization that promotes advances in worker safety and health excellence through best practices and cooperative efforts among workers, employers, the government and communities.

42

Leader—Autumn 2020

VPPPA contacts

o reach the VPPPA National Office, call (703) 761-1146 or visit T www. vpppa.org. To reach a particular staff member, please refer to the contact information below.

Sara A. Taylor, CMP Director of Operations staylor@vpppa.org Natasha Cole Events Coordinator ncole@vpppa.org Heidi Hill Senior Event Sales & Advertising Coordinator hhill@vpppa.org Sierra Johnson Special Projects Coordinator sjohnson@vpppa.org

Kerri Carpenter Communications & Outreach Manager kcarpenter@vpppa.org Jamie Mitchell Communications Coordinator jmitchell@vpppa.org Katlyn Pagliuca Membership Manager kpagliuca@vpppa.org Philecia Marasco Registrar & Administrative Coordinator pmarasco@vpppa.org

Editor's note: On page 40 of the Summer 2020 issue of the Leader magazine, it was incorrectly

printed that Anastasia Kraft was the author of the article, "Innovating Beyond Shrink It & Pink It." The correct author is Gabriella DeYoe.

vpppa.org

7600 Leesburg Pike, East Building, Suite 100 Falls Church, VA 22043-2004 Tel: (703) 761-1146 Fax: (703) 761-1148 www.vpppa.org VPPPA, a nonprofit 501(c) (3) charitable organization, promotes advances in worker safety and health excellence through best practices and cooperative efforts among workers, employers, the government and communities.

SCAN QR CODE TO LEARN MORE ABOUT VPPPA, INC.

http://bit.ly/jVQcBo

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