Feasibility of Changes (this factor will be discussed later in the guide: see 5.4)

Risk to Health

To prioritize the jobs based on risk to health, all you have to do is sort the jobs based on the Total Risk score on the checklist.

If you have many jobs with the same score, then you can use the Individual Risk Factor scores to break the tie.

5.2.3 Identify Risk Factor Causes

Identifying the causes of risk factors is one of the primary goals of an ergonomics program. If the causes are not determined, then solutions to the problem cannot be developed effectively. The team needs to determine whether the risk factor is caused by the:

 method used / required to do the task;

 effort or strength required to do the task;

 location of parts, equipment or tools;

 position of parts, equipment, or tools;

 speed or frequency of the work;

 duration or repetition of the tasks;

 design of the parts, equipment or tools;

 environmental factors, such as light, noise, temperature and air quality.

Risk factors may create hazards individually or in combination with others. Videotaping the job will allow the ergonomics team to confirm the risk factors identified by other sources. A combined review that uses two or more tools will increase the chance of determining all the causes, and will also help in the development of solutions to the problems.

When analyzing a job to determine injury risks, it is helpful to break down the job into its main steps. For each step, determine the hazards and identify what controls could be introduced to reduce or eliminate the hazards. This process is called a Job Hazard Analysis (JHA). A job hazard analysis will become the basis for safe work procedures.

Identifying every step of the task is essential to the end result. Ensure that everything the workers does is written down. After all the steps are identified, steps may be combined or unnecessary detail can be eliminated. In general, a job hazard analysis should not be broken down into more than about 15 steps.

The workers performing the job can have an active role in this process by helping to ensure all of the basic components of the job have been noted. It is important that all high risk tasks have been identified so they can be addressed appropriately. The next section describes types of solutions you may use to reduce the risks for injury.

5.2.3.1 Ergonomic Facts

The following ergonomic facts may guide in determining some potential causes for injury:

 Workers may be forced to adopt sustained, inappropriate and awkward body positions with work heights that are too low or too high.

 Displays may be placed where they cannot be easily seen, or frequently used controls, tools and materials may be placed beyond easy reach. Such workstation layouts may result in inappropriate positions, such as bending to one side or twisting the body, which increase the risk of injury.

 Risk of injury is increased:

 where the work height varies significantly from optimum level;

 where there are frequent actions which require extremes of reach, bending or twisting;

 when maintaining a single posture for long periods, for example, sitting or standing;

 when holding fixed body postures unsupported, for example, sitting without back support; and

 when using poorly designed tools.

 Work heights:

 For most work, the optimum working height is at elbow level.

 For precision or close work the optimum working height is a little above elbow level and at a comfortable visual distance. Optimal working height also requires a comfortable posture with elbows supported (on the work surface or arm rests) for stability.

 The optimum working height for work requiring forceful movements is a little below elbow level.

 Therefore, whenever possible, tasks should be varied within a shift to allow different muscles to be used and tired muscles to recover. The more varied the tasks, the lower the risk of injury.

 The application of force, when used to move, restrain or hold a posture, requires muscular effort.

 Meeting tight deadlines and peak demands will increase time pressures, reduce control over workflow and may contribute to risk of injury. Bonus and piece rate systems through their effect on work rate and work organization can be associated with injury.

5.2.3.2 Organizing Your Efforts

You can use a table to help summarize your ideas. The example below illustrates some

work on your solutions for these causes; this process (i.e. Effectiveness Rating) will be continued in the next element – Development of Solutions.

Affected

Body Part Root Cause

Severity of Risk Factor

Possible Solution Effectiveness Rating

Lower conveyor Ulnar deviation due to

high conveyor High (3)

Use alternate hands Right wrist

Pinch grip due to slippery

product Moderate (2) Provide water wash for hands

Use guide to slide empty tray close to the worker Standing Moderate (2) Use lean stand

(sit/stand) Lower back Forward leaning posture

when reaching to container

High (3) Use guide to slide empty tray close to the worker

Feet/legs Standing Moderate (2) Use anti-fatigue mats 5.2.4 Prioritize Jobs for Intervention

You now have the following information:

 Risk factors present within a job

 List of probable causes of the risk factors

The next step in your process is to prioritize your efforts based on the Feasibility of Changes. If you have several jobs that are hazardous, you should prioritize your efforts based on how effectively you can address the problems. If a job is listed as being hazardous, you must make an effort to reduce exposure to the risk factors that are creating the hazard.

You will need to look at:

 Severity of the hazard;

 Complexity of the causes;

 Potential costs of changing a work area;

 Future changes to the facility or process;

 Availability of technology to address causes.

Once you have reviewed your situation you can prioritize your jobs for solution development based on two key principles:

1. If the problem is simple, fix it. This will demonstrate that your ergonomics team is trying to help, and generate a positive atmosphere within the plant.

2. If the problem is more difficult, prioritize these jobs for