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
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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
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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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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
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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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vpppa.org
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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