Shepherd Zhavairo Ergonomics assignment

ERGONOMICS WORKBOOK 2

1. DEFINE ERGONOMICS

It is the science of refining the design of products to optimize them for human use. Human
characteristics, such as height, weight, and proportions are considered, as well as information
about human hearing, sight, temperature preferences, and so on. Ergonomics is sometimes
known as human factors engineering. Ergonomics is concerned with appropriate design for
people - the design of systems, processes, equipment and environments so that tasks and
activities required of them are within their limitations but also make the best use of their
capabilities. Therefore, the focus of the design is on the person or a group of people. This is often
termed user-centered design.
Ergonomics is a science, it is a rigorous, user-centered approach to research and design. It is also
a philosophy and a way of thinking. Ergonomics is the study of how equipment and furniture can
be arranged in order that people can do work or other activities more efficiently and comfortably.

2. STATE THE THREE DOMAIN AREAS OF ERGONOMICS

Physical ergonomics is concerned with human anatomical, anthropometric, physiological and

biomechanical characteristics as they relate to physical activity.
Cognitive ergonomics is concerned with mental processes, such as perception, memory,
reasoning, and motor response, as they affect interactions among humans and other elements of a
system.
Organizational ergonomics is concerned with the optimization of sociotechnical systems,
including their organizational structures, policies, and processes.

3. WHAT ARE THE AIMS, OBJECTIVES AND BENEFITS OF ERGONOMICS?

The overall aim of ergonomics is to promote efficiency and productivity and ensure that the
capacities of the human in the system are not exceeded. The word „optimum‟ is often used in
ergonomics and refers to the balancing of the needs of people with real-life limitations such as
the availability of solutions, their feasibility and costs. The goal of ergonomics is to reduce your
exposure to work hazards. A hazard is defined as a physical factor within your work environment
that can harm your body. Ergonomic hazards include working in awkward or uncomfortable
postures and using excessive force or high repetition to complete a task. Ergonomics focuses on
changing the work environment, modifying a task by using ergonomically friendly equipment or
using different work procedures to improve efficiency and to reduce the risk of discomfort or
injury.

4. LIST AND BRIEFLY EXPLAIN THE FIVE ELEMENTS TO ADDRESS WHEN

ANALYSING WORK AND HOW IT CAN BE IMPROVED FROM ERGONOMIC
POINT OF VIEW
1.The worker: the human element of the workplace. Employees have a range of characteristics
that need to be considered including physical and cognitive capacities, experience and skills,
education and training, age, sex, personality, health and residual disabilities. An individual’s
personal needs and aspirations are also considered.

2. Job/task design: what the employee is required to do and what they actually do. It includes
job content, work demands, restrictions and time requirements such as deadlines, individual’s
control over workload including decision latitude, working with other employees and
responsibilities of the job.

3. Work environment: the buildings, work areas and spaces, lighting, noise and the thermal
environment.

4. Equipment design: the hardware of the workplace. It is part of ergonomics that most people
recognize and includes electronic and mobile equipment, protective clothing, furniture and tools.

5. Work organization: the broader context of the organization and the work and how this
affects individuals. It includes patterns of work, peaks and troughs in workload, shiftwork,
consultation, inefficiencies or organizational difficulties, rest and work breaks, teamwork, how
the work is organized and why, the workplace culture as well as the broader economic and social
influences.

5. LIST THE CAUSES OF HUMAN FAILURE

An individual may be susceptible to making an error due to the influence of numerous

organizational and individual factors.

Organizational factors include: Inadequate or inappropriate work layout, poor physical

environment like noise, heat, humidity, poor lighting or visual distractions, inadequate design of
equipment including poor ergonomics,
poor supervision.

Individual factors include: inadequate training, inexperience on a task, poor knowledge of a

task, inadequate skill level, low motivation, attitude and emotional state, perceptual disabilities,
multitasking, stress levels, poor physical condition and social factors.

6. OUTLINE ON TEAM WORK AND LIST THE TYPES OF TEAMS

A work team is a collection of individuals who are required to work together to complete a goal
or set of tasks. This type of teamwork can reduce worker alienation that can occur in some work
places.

Work teams can either be: Self-managed – the team is given a goal to be achieved. It then
determines how the work will be conducted to achieve the goal, or Integrated – a supervisor
oversees the work of the team in achieving the goal. This type of teamwork often occurs in
mining where the supervisor oversees the work of a crew.

There are four main types of work teams:

1. Involved teams – usually involved in providing recommendations or making decisions
regarding a particular problem like safety committees and quality circles.
2. Production teams –usually involved in providing goods and services like manufacturing or
mining teams.
3. Project teams – usually provide information in the form of reports and or plans like research
teams or a panel of experts in a particular field.
4. Active teams – can provide a variety of functions like sporting teams scoring goals and
medical groups performing a successful operation.

7. LIST THE BENEFITS OF TEAM WORK

The main advantage is that a team brings together different people with diverse skills and allows
them to make something that nobody could do alone. Communication level is higher on teams.
Effective teams can discover new approaches and improve product and service quality.

One more team’s advantage is the efficiency in product development within the traditional
hierarchy. Team members are able to analyse and identify dependent tasks, sometimes applying
great improvements. In a nutshell, some benefits of teamwork may include: increased problem
solving skills, improved performance of employees, potential increase in lateral thinking and
innovative ideas derived from multiple perspectives in brainstorming, increased output of the
organisation and opportunities for managers to direct their attention to more long term strategic
goals, rather than rudimentary supervisory functions. Teamwork fosters creativity and learning,
blends complementary strengths, builds trust, teaches conflict resolution skills, promotes a wider
sense of ownership and encourages healthy risk-taking

8. STATE THE LIMITATIONS BROUGHT BY AGEING

Vision and hearing acuity which decrease with increasing age, decreased ability to concentrate
for long periods on difficult tasks especially in noisy or difficult work environments, lowered
ability to focus and divide attention and to suppress irrelevant information, slower rates of
information processing, recalling from memory, speech processing and language production,
cumulative musculoskeletal wear and tear (sprains and strains) and decreasing physiological
 capacities leading to a decreased work ability (this appears to be greater in those who have
worked in physically demanding jobs) and other health problems such as cardiovascular disease,
diabetes and digestive disorders.

9. WHAT IS THE ROLE OF THE ERGONOMIST?

He/she assists in the industry designing of appropriate work systems, equipment and human-
machine interfaces to promote productivity, efficiency and worker comfort and satisfaction.
Ergonomists ensure that the designs of systems, equipment and facilities provide the best levels
of efficiency, comfort and health and safety for anyone using them. Ergonomics can promote
both health and productivity in a work environment. Ergonomists are also known as human
factors specialists.

10. DEMONSTRATE YOUR UNDERSTANDING ON THE MUSCULARSKELETAL

SYSTEM

The human musculoskeletal system (also known as the locomotor system, and previously the
activity system) is an organ system that gives humans the ability to move using their muscular
and skeletal systems. The musculoskeletal system provides form, support, stability, and
movement to the body.

It is made up of the bones of the skeleton, muscles, cartilage, tendons, ligaments, joints, and
other connective tissue that supports and binds tissues and organs together. The musculoskeletal
system's primary functions include supporting the body, allowing motion, and protecting vital
organs. The skeletal portion of the system serves as the main storage system for calcium and
phosphorus and contains critical components of the body. The human skeleton performs four
main functions, it protects vital organs (brain, heart, lungs); allows movements through its joints;
provides framework for upright stature; and contributes to red blood cell production. From an
ergonomics perspective, it is the range of movement and types of movements at the joints which
are important. These determine the direction and limit of human movements such as reach,
important for workstation design. The skeleton needs ligaments, tendons and muscles to become
functional, and together these structures are termed the „musculoskeletal system‟ and will be the
focus of our discussion in this section, as this system is the functional system of human
movement.

The human skeleton has three main types of joints, synovial joints, hinge joints and ball and
socket joints. Each type of joint allows certain movements. Synovial joints can be found in the
hands and feet; hinge joints allow movement in one plane only and are found in the elbows and
knees (although the forearm can rotate around its long axis due to the movement of bones in the
wrist); while the shoulder and hip are ball and socket joints which allow movement in 3
dimensions (though with limits).

The muscles produce movement, enable posture and contribute to maintaining body temperature
through heat production. Muscles are attached to bone via tendons, and are of two main fibre
types: fast twitch or slow twitch. Postural muscles are slow twitch while dynamic muscle is fast
twitch. Postural muscles are able to more efficiently sustain a contraction.

11. DEFINE MUSCLE CONTRACTION AND BRIEFLY DECRIBE THE THREE

SUBDIVISIONS

The muscle contraction is the development of tension in a muscle. However, when the muscle
contracts, it does not always shorten. Contraction may be static (no movement) or active
(movement). These states are further categorized as:

1. Isometric (static) - the muscle builds up tension but the length remains unchanged. Static
muscle work is the most energy efficient but is also the most tiring. Compression of blood
vessels and nerves stops nutrients and wastes from muscle activity from being dispersed like
when attempting to lift an immovable object or when an object is held stationary.
2. Concentric (active) - muscle fibers contract to shorten the muscle like the biceps muscle
bends the elbow and overcomes the resistance of the weight of the arm, the source of the
resistance being inertia and the force of gravity.
3. Eccentric (active) - allows for controlled lengthening of the muscle(s) against gravity like
thigh muscles controlling knee movements while going down stairs.

12. OUTLINE ON POSTURE AND MOVEMENT

The science of human movement is known as kinesiology and describes motions of the body
segments, as well as identifying the muscle actions responsible for the movements.

Posture provides the basis for movement and refers to the angular relationships of the body parts
and the distribution of their masses. These elements influence the stability of postures, the loads
on the muscles and joints, and how long different body positions can be maintained before
fatigue sets in.

Movement and posture is fundamental to human existence. People have evolved through the
activity and postures imposed by their living conditions and their need to feed, clothe and look
after themselves. As a result, human physical performance is optimum when postures and
movements are dynamic and varied.

In general, the human body moves and works most efficiently when joints are in the neutral
(mid) range and the muscles are around mid-length pulling at right angles to the bone. However,
movement of joints through their full range each day is necessary to keep the body supple and
the joints and muscles working efficiently.

13. DEMONSTRATE YOUR UNDERSTANDING ON STATIC AND DYNAMIC

POSTURES
The information about muscle contraction is important for ergonomics, as any action/movements
in the work process which does not allow the muscle to work aerobically should be avoided.
Static muscle work is common in postural muscles of the neck, shoulders, back and buttocks.
These stabilize the trunk allowing for more accurate and efficient movement of the limbs. The
positioning of the body for optimum movement occurs naturally where the environment allows.
Both types of active muscle work (concentric and eccentric) use more energy but are less tiring
than static muscle work.

14. OUTLINE ON BALANCE AND MOVEMENT CONTROL

Balance is the ability to maintain equilibrium in different positions. This changes with the size of
the base of support such as the feet, the buttocks in sitting or the whole body in lying and the
height of the center of gravity. Balance is maintained in standing and sitting by continually
making minor corrections of position. In general, we maintain stable postures by static balancing
and unstable postures by dynamic balancing such as in walking.

As the position of a person’s limbs changes sensors in the muscles, tendons and joints relay this
information to the brain. This allows a person to know where different parts of their body are in
space even when they cannot see them. This feedback mechanism is known as proprioception.

Both the muscle and joint sensors as well as those located in the ear (semicircular canals) are
essential for balance and coordinated movement.

15. DEFINE BIOMECHANICS

The interaction of human movement and posture is called biomechanics and describes the levers
and arches of the skeleton, and the forces applied to them by the muscles and gravity

16. WHICH THREE TYPES OF LEVER ACTION ARE EMPLOYED IN MOVEMENT

1. First order lever - mechanical advantage is determined by the length of the lever on either
side of the fulcrum like the see-saw and nodding of the head.
2. Second order lever - a relatively small force (the pull of the arms or the calf muscles
respectively) acting through a large distance lifts a large weight through a short distance. This
always imparts a mechanical advantage like a wheelbarrow or in tip toeing.

3. Third order lever- a relatively large force (in this case the muscles of the upper arm) acting
through a short distance lifts a smaller weight through a large distance. This always leads to a
mechanical disadvantage like pulling up a fishing rod the lower end of which is supported
against the thigh or in lifting an object by bending the elbow.

17. DEFINE ANTHROPOMETRY

Anthropometry refers to the dimensions of the human body and how these are measured. It
covers the size of people; their height and circumference; their weight and percentage body fat;
the length and range of movement of their limbs, head and trunk; and their muscle strength.

Measurements of large numbers of people are needed in any given population to determine
ranges, averages and percentiles. Children of different ages, male and female adults and older
people all may be included in the population sample depending on how the data may be used.

18. LIST THE FACTORS THAT AFFECT BODY SIZE

Age - there is an increase in dimensions from birth to age 20 in males and to age 17 in females
with a decline after 60 years.
Sex - men generally are physically larger except in hip breadth and thigh circumference than
women. Men’s arms and legs are longer than women’s absolutely and relatively in standing and
sitting.
Ethnicity – statistical variations occur in size, proportions and body builds between people of
different racial backgrounds as well as within each of these groups like between nationality
groups.
Fitness and health – the presence or absence of disease, nutrition and physical fitness can
significantly affect height and size.
Occupation - workers in active jobs may tend to be physically larger than those in sedentary
work. This may be due a self-selection process but is also related to age, diet, health and activity.
However sedentary workers tend to have more body fat due to inactivity
Posture and body position - differences in measurements occur between rigid and slumped
postures, and dynamic and static measurements. The rigid, static measurements may provide a
starting point for design but the dynamic or more functional postures are more likely to reflect
the true situation
 19. DEMONSTRATE YOUR UNDERSTANDING ON APPLYING WORK
PHYSIOLOGY: BODY METABOLISM, WORK CAPACITY AND FATIGUE

While the musculoskeletal system has capacities and limitations, the Ergonomist also needs to
consider the physiological capacity of the human: strength, work capacity, and the result of
exceeding these capacities, fatigue.
Strength
Strength is affected by a number of factors:
Gender: While some women are stronger than some men on average men are one third to one
half stronger than women. This is due to body size, muscle mass (40 - 45% of body weight in
men and 25 - 25% in women), the distribution and percentage of fat, and muscle bulk in the
shoulders, abdomen, hips and legs
Age: Muscle strength peaks are reached in men at about 20 years old and in women a few years
earlier. Maximal cardiac efficiency and muscle strength decrease significantly with age.
Training: Muscle strength can be enhanced through training. In a work situation, the training
must be highly specific to the movements required by the task, or the training may be ineffective.
Work Capacity
The capacity of an individual to undertake physical work can be measured directly by examining
the individual’s maximal oxygen uptake (ability to take in oxygen in the blood via the lungs), or
indirectly by measuring heart rate. Heart rate is a reliable measure of workload and is easily
measured in the workplace.

Endurance
Efficiency of muscular contraction is necessary to enhance endurance and work capacity. To
facilitate this, work tasks should:

Eliminate unnecessary movements, use muscles according to their correct function, make use of
body weight and momentum and of gravity, maintain balance, vary movements, vary position
and posture, employ postures allowing maximum torque, use accessory supports for
counterthrust or stability, provide opportunity for training and practice.
Endurance of a given muscular performance varies with the nature and intensity of exertion, the
size and structure of the muscles involved, and practice in the task.
Endurance fails sooner when either rate of work or load is increased, or when degree of
contraction of muscles approaches maximum levels. Postural muscles have greater endurance
than faster moving muscles, which are designed more for speed of contraction, most muscles
have variable amounts of red or pale fibres depending on their main function, movement or
support of posture (with red fibres needed for strength and pale fibres for endurance).

Practice increases power and endurance, due largely to better coordination and elimination of
unnecessary contraction, the same end is achieved with less effort. Training enhances the speed,
strength and stamina of muscle contraction. However, motivation is also of great importance in
any activity requiring endurance of muscular effort.

In prolonged static or repetitive muscular exertion, the maintenance of constant speed and load
requires a progressive increase in muscle activity, thus more contraction for the same output,
both in the muscle group mainly involved and in recruitment of other muscles.

Physical Fatigue

If particular movements are carried out continuously it is reasonable to expect all the muscles to
tire, both those executing the movement and those stabilizing or enhancing the movement.
Stabilizing (static muscle work) is more fatiguing than muscle contractions that cause movement
(active muscle work).

As fatigue can lead to strain the effect of unchanging postures and static muscle work can be
equally as damaging as highly repetitive movements. Muscles may tire and become sore to touch
and move. Points of weakness such as the muscle/tendon/bone junction at the knee, shoulder or
elbow or the tendons over the ankle or the wrist suffer damage and lead to pain.

Dynamic physical work can also lead to problems if it is excessive for the particular individual.
Movements in the outer range of the muscle or the joint, heavy lifting, pushing, or pulling (forces
that are too high), movements that are prolonged (duration of activity) or repetitive can lead to
strain and fatigue and eventually injury.

20. OUTLINE ON PERCEPTION AND COGNITION

Cognitive perception includes, aside from the senses listening, seeing, smelling, tasting and
feeling, the way in which we deal with information. While perception refers to ways of obtaining
information from our environment, cognition describes processes such as remembering, learning,
solving problems and orientation.
Human perception begins with our senses- sight, sound, taste, touch. The information is
processed and action taken. Should the information be incompatible with our senses, perception
can be altered. From an ergonomics perspective, we need to ensure that information is presented
to the person at work in the most compatible way so that it can be efficiently processed. This can
be achieved in three ways:
1.Not overloading the human with information, 2. Not providing too little information or
stimulus and 3. Not presenting the information too quickly.

21. USING A DIAGRAM SHOW HOW INFORMATION MOVES INTO SHORT

TERM AND LONG TERM MEMORY

Information Information
discarded discarded

Short term
Information memory
Long term
discarded
perception
memory

Information
Information
process
Acted upon

ing

22. LIST AND BRIEFLY EXPLAIN THE FEATURES OF DECISION MAKING

Uncertainty: If a decision has a degree of uncertainty and that uncertainty outcome is
disagreeable, unpleasant, or a cost to us, we view the decision as risky.

Familiarity and Expertise: Making decisions when the outcomes are known and familiar, is an
easy and quick decision. When the outcomes are not known, and cues not familiar, the decision
is much more difficult.

There is an effect of expertise and training in this type of decision making, whereby an expert
will make a more rapid decision than a novice – though as Wickens points out, accuracy is not
guaranteed just because the decision is being made by an expert.

Time: People may make riskier decisions if that decision is a one-off, such as property purchase,
or if the decision can be made, acted upon, and then have additional information before another
decision step is taken. An example of this second type would be deciding to treat a serious illness
with an unknown outcome. The decision can be taken to deliver initial treatment, have further
tests, review decision, select to proceed.
Conversely, if time is limited, time pressure can have a significant influence on decision-making.

23. OUTLINE ON PERCEPTION OF RISK

Humans prefer to make gains rather than losses when making decisions. So, if the consequences
of taking a risk are acceptable, this will affect our perception of that risk-that is, by lowering it.
This can be seen in situations where short term gains lead to acceptance and lower perception of
risk, for example, driving too fast, not wearing personal protective equipment, or partaking in
alcohol and other drugs. In other words, if risk taking is seen to have rewards, then risks seem
more acceptable. Lower risk is perceived when:

Exposure is voluntary, hazard is familiar, hazard is forgettable, hazard is cumulative, collective

statistics are presented, hazard is understood, hazard is controllable, hazard affects everyone,
hazard is preventable and hazard is consequential.

The following factors were found to increase risk perception:

Exposure is mandatory, hazard is unusual, hazard is memorable, hazard is catastrophic,
individual statistics are presented, hazard is unknown, hazard is uncontrollable, hazard affects
vulnerable people, hazard is only reducible, and cannot be eliminated and hazard is
inconsequential.

24. BRIEFLY OUTLINE ON SIGNAL DETECTION THEORY

Humans learn about their world by detecting changes within it. Effective operation of a process
or work system requires signals to the operator informing them of the state of the system and
indicating when action is required of the operator. On a simple level, the operator needs to be
able to detect whether or not a signal is present. Should there be a serious overheating within a
production line, for example, the operator should easily be able to detect and understand the
problem in order to make a decision and deal with the issue with an appropriate response.

25. STATE THE TYPES OF VIGILANCE

Many work environments require ongoing monitoring of equipment and or process. This
watching over of operations is termed ‘vigilance’ The operator is required to sustain an adequate
level of vigilance – the vigilance level. Research has demonstrated that this vigilance level
declines sharply during the first 30 minutes of the task, and this decline is known as vigilance
decrement. Types of Vigilance Tasks includes:

-Free response- whereby the event occurs indiscriminately and non-events are not defined like
gas plant monitor where the process is continuously monitored.
-Inspection- task where events occur at regular times
-Successive-task in which the operator must remember a standard and compare data with that
standard like fruit grading.
-Simultaneous- in which the operator would have the different grades of fruit in front of them
and be able to make direct comparisons each time.
-Sensory- in which the signal requiring detection is a change in visual or auditory levels.
-Cognitive- in which the change will be in cognitive demand, such as proof reading a document.
 26. OUTLINE ON MOTIVATION AND BEHAVIOR

Motivation in the workplace refers to as an individual’s intention or willingness to perform a task

to achieve a goal or reward that will satisfy them. Each individual experiences differing amounts
and types of motivation and considers different rewards or incentives as being attractive.

Some individuals are intrinsically motivated thus performing and completing a task and the
resulting feeling of accomplishment is its own reward. Others are extrinsically motivated and
prefer their rewards to come from external sources in the form of bonuses, promotions and or
praise. Motivation is essentially the underlying drive of individuals to accomplish tasks and goals.
There are many factors that can influence employee motivation including organizational
structure, integrity of company operations, and company culture.

27. LIST THE NEGATIVE EFFECTS OF STRESS ON AN INDIVIDUAL'S WORK

PERFORMANCE

-A lack of control over workloads or overly demanding workloads and schedules.

-A lack of social support in the workplace, either through supervisors or peers.
-A lack of clear direction from supervisors or management.
-A lack of information regarding the individual’s role in the organization.
-A lack of career opportunities or job security.
-Conflict with other individuals within or external to the organization.
-Physical work environment problems with extremes in temperature, noise, vibration or exposure
to hazardous substances.
-Violence or aggression from fellow employees or clients or as the result of events such as armed
hold-ups
 28. OUTLINE ON OVERCOMING OCCUPATIONAL STRESS

In general solutions to the problem of occupational stress can involve both alterations to the
work environment itself and/or attempts to improve an individual’s ability to manage stressful
situations. Stress management training can be beneficial and may include development of coping
techniques to deal with stress such as muscle relaxation, meditation and time management skills.

Organizations should try to identify why individuals may be feeling stressed. They should then
structure an appropriate response that will address the stressor or stressors – stress related
problems could have several causes. All interventions should be developed in consultation with
the individual involved, trialled and then evaluated.
There is need of mediation skills to resolve (such as counselling) in dealing with stress. In some
cases, discussions and a general willingness to listen will be all that is required.

Some other personal strategies for stress management are to:

 Set realistic deadlines;

 Take a lunch break;
 Go home on time;
 Take your holiday leave;
 Leave work at work;
 Participate in work functions;
 Establish open and professional communication;
 Respect other employees;
 Do not tolerate discrimination of any sort, report any instances;
 Sign up for workplace training programs to develop and improve your skills;
 If required, seek therapy to manage and develop skills to cope with workplace stressors;
 and develop a healthy work-life balance, creating time for exercise.

29. STATE THE BENEFITS OF FLEXIBLE WORK SCHEDULE

There can be benefits for both the organization and the individual in using flexible work
schedules:
For the Organization: The opportunity to extend services and operating times and increased
attractiveness of working conditions for potential employees
For the Individual: The opportunity to balance the demands of private and working lives.

Other benefits include: reduced costs, increased productivity, increased creativity, ease of
management, improved well-being, staff retention, attracting talent, increased employee morale
and engagement, better recruiting, employees are less stressed, absenteeism decreases,
employees are healthier and happier, it saves money and it builds trust.

30. LIST HOW TO MINIMIZE OHS PROBLEMS THAT ARE ASSOCIATED WITH
SHIFT WORK

It is important to minimize any OHS problems that are associated with shiftwork by:
Reducing consecutive night shifts where possible, with a maximum of three 8-hour or two 12-
hour night shifts a week.
Rapidly rotating shift rosters, with shift changes every two to three days. These are preferable to
slow rotating rosters.
Forward rotating rosters (day-afternoon-night) are preferable to backward rotating rosters (night-
afternoon-day) as they cause the least disruption to the body’s circadian rhythm.
The adoption of compressed work weeks. These have benefited shift workers in some
workplaces.
Identification of individual coping strategies. These lessen some of the adverse effects of
shiftwork experienced by many workers. Examples of these strategies include physical exercise
regimes prior to sleep periods.

 Ensure that a worker’s work cycle includes no more than six consecutive 8-hour shifts or
four consecutive 12-hour shifts.
 Keep night work to a minimum. Workers should be given as few night shifts in a row as
possible.
  Make shifts shorter when the work is particularly hazardous or exhausting.
 Ensure that workers who work 12-hour shifts or night shifts do not regularly work
overtime.
 Ensure that workers rarely work more than 7 days in a row.
 If possible, keep workers’ shift cycles consistent.
 Give adequate notice of roster changes.
 Ensure that workers have sufficient breaks during their shifts, particularly for those
working long shifts and undertaking high-risk work.
 Give workers adequate time between the end of one shift and the start of another to rest
and recuperate.
 Have a handover policy in place to ensure effective handover for the next worker.

31. BRIEFLY OUTLINE ON REST BREAKS

Everybody needs to rest for some part of any 24-hour period. How much rest is needed and what
form it takes varies widely between individuals and will depend on the intensity of activity in the
preceding hours.

Sixteen hours in a 24-hour cycle is the normal period of wakefulness for humans. Beyond this
point the body’s processes increasingly promote sleep. If work is continued beyond 16 hours
substantial performance impairment is observed particularly with respect to attention lapses.

The following is a guide to the average amount of sleep required by individuals. However, some
people can do with less, others may need more:

No less than 5.5 hours sleep in each 24 hours

No less than 49 hours sleep in each week
No less than 210 hours sleep in each month thus No less than an average 7.5 hours sleep per day
Work by its nature is tiring. During a work day most people need to take regular rest breaks in
order to complete eight hours of work without excessive fatigue and the increased risk of injury
or illness.

32. DEMONSTRATE YOUR UNDERSTANDING ON DEVELOPING AN

ERGONOMICS STRATEGY AT WORK

Essential elements to successful change management must be considered and these are:

Careful and iterative planning moving from generalized goals to more specific and concrete
objectives
Commitment to the change by the most senior managers
Involvement of and participation by stakeholders (individuals or groups who will be affected by
the change)
Knowledge and communication including adequate feedback
Incentives for individuals to change
Support by managers and fellow workers

Also include consultation and feedback. Feedback and communication are necessary for
effective worker participation. The process takes time and can be difficult to establish if workers
are not used to making decisions and solving problems.
An essential component of a safety program is feedback to and from workers. Where there is a
steady flow of information on progress, hurdles and developments workers respond better than
when this information is absent.

Effective communication is central to all efficient management systems and in order to be

effective it must be optimized. Too much information, particularly if it is of marginal value, bogs
people down and they may opt out by ignoring all communications.

Too little information and employees can feel left out and resentful. Information that comes
down through an organization’s hierarchy should be matched by information that goes up. Its
impact will be related to its need-to-know qualities.
 33. DEMONSTRATE YOUR UNDERSTANDING ON ERGONOMIC STRATEGY AND
TECHNIQUES

Allocation of Functions

When designing an overall system or process, the design team need to decide on the best way to
allocate system functions, jobs and tasks to human or automated components. To do this
effectively, the design team needs to understand the capabilities of humans and machines and
allocate components effectively.
When designing systems, and deciding whether or not a function should be either automated or
performed by a human, there are three possible function outcomes:

1. Functions that must be carried out by machines

2. Functions that must be carried out by humans
3. Functions that could be carried out by humans or machines, or a combination of both

For Ergonomists, this last category is the one of interest, as the capacities and limitations of the
human in the system are of the paramount importance. A myriad of factors need to be
considered, covering the spectrum of the 3 domains of ergonomics, physical, cognitive and
organizational.
Marsden and Kirby (2005) have also developed their own model for analyzing allocation of
functions, and set out a series of procedures as follows:

1. Define the task under analysis

2. Conduct a Hierarchical Task Analysis (see next section for description).
3. Conduct stakeholder analysis for allocation of functions – satisfaction or dissatisfaction with
the proposed changes
4. Consider human and computer capabilities – decide whether each final task should be
allocated to human only (H), computer only (C), human and computer with human in control (H-
C), or computer and human with computer in control (C-H)
5. Assess the impact of allocation of function on task performance and job satisfaction, (potential
for error, cognitive load, cost and time taken.)

34. OUTLINE ON PROBLEMS ARISING FROM POOR WORK DESIGN

The possible harmful effects of sedentary work that include back pain, occupational overuse
syndrome (OOS), problems for the digestion and circulation in the legs. Problems arise for some
people however when computer work becomes the total job as it may be physically repetitive
and undemanding mentally. In some cases, computer work requires long hours of absorbing
and intensive mental work so that the user is oblivious to time and physical and mental
fatigue. Both these types of jobs can lead to physical problems such as OOS, eye fatigue
and headaches. Other problems that may arise from poor work design may include:
Quality, the ability of staff to produce high-quality products and services can be affected by job
design. Speed, sometimes speed of response is the dominant objective to be achieved in job
design.

Dependability: Dependable supply of goods and services is usually influenced, in some way, by
job design.

Flexibility: Job design can affect the ability of the operation to change the nature of its activities.
New product or service flexibility, mix flexibility, volume flexibility and delivery flexibility are
all dependent to some extent on job design.

Cost: All the elements of job design described above will have an effect on the productivity, and
therefore, the cost of the job. Productivity in this context means the ratio of output to labour
input-

Health and Safety: Whatever else a job design achieves, it must not endanger the well-being of
the person who does the job, other staff of the operation, the customers who might be present in
the operation, or those who use any products made by the operation.
Quality of Working Life: The design of any job should take into account its effect on bob
security, intrinsic interest, and variety, opportunities for development, stress level and attitude of
the person performing the job.

35. BRIEFLY EXPLAIN REPETITIVE WORK

Repetitive work may involve repeated muscle activity involving the use of the same muscles in a
range of apparently different movements or using different muscles in repeated movements that
look similar. Sometimes this can lead to injuries. Repetitive work processes are often described
as monotonous and boring, with individuals performing this type of work often experiencing
dissatisfaction. Such occupations may involve responding to intermittent signals like console
operation or require simple, repetitive movements like factory process work. Research has found
that individuals who perform short repetitive tasks tend to make more errors than employees
performing varied tasks, largely because the nature of repetitive work has the effect of
decreasing an individual’s level of cognitive arousal. Different individuals will experience
different responses to repetitive work. A few will enjoy the routine nature of repetitive work and
find this type of work relaxing, straightforward and free from responsibility. Others will seek
greater mental stimulation.

Very simple and repetitive jobs can be automated and performed by machines, although certain
repetitive jobs may still require the flexibility of human workers to perform them.

When repetitive work cannot be automated, it is important that job or task rotation or job
enlargement be used to diversify the workers’ activities, limit physical overuse symptoms and
avoid boredom by incorporating more variety into the work.

36. DEMONSTRATE YOUR UNDERSTANDING ON ERGONOMICS RISK

MANAGEMENT

Risk Management is the process of hazard/risk identification, risk assessment, risk monitoring,
controlling and re-evaluation. There is need in considering ergonomics risks in the workplace.
The terms Risk Management and Risk Assessment are often used interchangeably, however, the
complete process involves identification, assessment, monitoring, controlling and re-evaluation
of risks. The application of the risk management approach for all types of risks is important to
reduce the probability that corporate objectives will be jeopardized by unforeseen events.
The focus is one of positive and directed due diligence rather than negative compliance and for
many organizations this is a significant change in direction. Actual standards and legislation for
risk management are set by individual nations and or states and territories. All generally require
that risks to employee health and safety are managed in order to control those risks. This is
determined from the range of potential consequences and the likelihood (exposure and
probability) of their occurrence. It can be as detailed and technically precise as is required by the
process or equipment being assessed.
Problems should be identified and solved through a process of consultation and risk management.
Both the process and the outcome are important. This implies that workers and managers must
be informed about ergonomics and be able to apply ergonomics principles on a daily basis.

Risk management techniques, commonly used in business and safety management systems, can
be adapted easily to ergonomics. They have the added advantage that systems safety personnel
understand the process and can integrate it into a company’s OHS program.

A risk management strategy in ergonomics involves identifying ergonomics hazards in the

workplace, assessing them to decide how important each one is and then controlling them by the
best means possible thus finding an optimum solution. It also involves monitoring to ensure that
the process continues and is successful.

37. OUTLINE ON ERGONOMICS RISK IDENTIFICATION

The first step in controlling a risk is to identify that it exists either in your industry as a whole or
at your workplace and which jobs might be affected. Which jobs or tasks are associated with
difficulties, complaints, incidents or injuries? Where are those jobs?

In determining which tasks or activities may be hazardous and need to be assessed the following
sources of information could be used:
Statistics and injury records: for example, first aid records, records of accidents and near misses,
workers’ compensation records and reports by supervisors or team leaders and employees.
However, injury records from years past may provide a list of past problems and may not be a
true indication of the hazards that currently exist.

Consultation with employees: for example, formal supervisor or safety representative reporting,
meetings, informal discussions, questionnaires.

Direct observation of the workers, tasks and the workplace: for example, area inspections, walk
through surveys and audits.
Often, teams of personnel are asked to conduct this process. They may be from the areas being
assessed or from different areas. The workplace should be surveyed systematically to ensure that
no hazard is missed. Ergonomic risk identification can be carried out on jobs or tasks, locations
or areas, roles or duties or processes.

38. OUTLINE ON ERGONOMICS RISK ASSESSMENT

Risk assessment is necessary after possible sources of injury; loss or other problems have been
identified. If all risks cannot be dealt with immediately it is important to deal with the most
hazardous first. To do this it is necessary to determine the possible severity of the hazard and the
likelihood of a problem occurring, thus prioritize the risk management process.

Risk assessment should highlight:

Frequency of the risk: is the risk common? How many people might be exposed to it? How
many people might be effected if exposed?

Severity of the risk: nature of the injuries and losses associated with the risk, cost of injuries or
incidents or damage associated with the potential risk.

Work and individual factors which might contribute to the risk: the nature of the task, the load,
the work environment, work organization, training, individual capability.
The risk assessment will indicate the areas requiring risk control measures and it should be
carried out in consultation with those who do the job. Risk assessment is particularly important
whenever:

A work process and or practice causes problems especially an injury or

A work process and or practice is introduced or modified.
Safety professionals have developed many techniques that are excellent for systematic
determination of risk, particularly high-level safety risks. These include:

Hazard and operability studies (Hazop) Failure mode and effect analysis (FMEA) Fault tree
analysis (FTA) Machinery hazard identification Potential human error identification (PHEI)
Workplace risk identification and control (WRAC)

These techniques are used for specific types of risk assessment such as commissioning of
facilities and the implementation of procedures (Hazop), identifying the potential for human
error and designing prevention strategies (PHEI) and identifying potential production or
maintenance operation problems (WRAC).

39. OUTLINE ON CONTROLLING ERGONOMICS RISK

In practice, finding solutions to some problems using control measures is often hard to achieve.
Usually a problem is not solved with one solution because a range of control measures is
required. Sometimes these are systems changes that can seem insignificant and unimpressive and
certainly not as glamorous as the one-off solutions that are so often portrayed in solutions
handbooks. However, achieving a solution should be the focus.
Sources of information on solutions can be found from:
The workers who do the job including supervisors and managers
Manufacturers and suppliers of equipment
Specialists in particular areas of engineering, ergonomics, health and safety
Other workplaces that perform the same or similar functions
 40. OUTLINE ON EVALUATING CONTROLS

When monitoring hazards, it is important to regularly repeat the hazard identification and risk
assessment process to ensure that the solutions are working and, where necessary, make
appropriate changes. Improvement must be continually monitored and ongoing.

The solution(s) needs to be evaluated in terms of:

Effectiveness or impact on the problem Availability including long-term implications Cost
benefit and or cost effectiveness of particular solutions
It is important to evaluate the solution at the appropriate time(s). Its immediate success does not
guarantee that it will remain successful especially when circumstances or workers change.
Evaluations of some sort should be conducted at a minimum of six to 12 monthly intervals.

Ongoing monitoring of ergonomics problems and their solutions should be built into the
company’s OHS audit system.

Information on the effectiveness of solutions may be gathered through informal feedback or

discussions with users or with informal or structured interviews. Many people take before and
after photographs or videos, undertake follow-up risk assessments, fill out checklists or
questionnaires, or repeat measurements made before the changes.

A risk assessment should always include a review to evaluate the impact of the process and the
implementation of the solutions. Unfortunately, this rarely occurs. There is a great reluctance to
revisit problems unless there is an obvious failure or lack of progress.

41. DEMONSTRATE YOUR UNDERSTANDING ON MEASUREMENTS AND

INFORMATION GATHERING

Standards can be viewed as a set of rules defined by consensus. Humans have developed sets of
rules and measures agreed to as a standard since ancient time.
By developing standards, we can ensure uniformity and application across a number of areas or
countries. This in turn makes trading easier, and forms a common understanding, language and
acceptance.

Today, there are standards developed across every aspect of our lives. The International
Organisation for Standardisation (ISO) is the primary body responsible for standardisation
globally. A standard is defined by the ISO as:
Documented agreement containing technical specification or other precise criteria to be used
consistently as rules, guidelines, or definitions of characteristics, to ensure that materials,
products, processes, and services are fit for the purpose served by those making reference to the
standard.

The ISO is a federation of national standardisation bodies from 146 countries; it is a non-
government organisation, and considers a wide range of interested parties when making
standards, users, producers, consumers, governments, and the scientific community.
The ISO (2004 ISO Strategic Plan 2005-2010) states its mission is to promote the development
of standardisation and related activities in the world to facilitate international exchange of goods
and services and to enhance cooperation in the areas of intellectual, scientific, technological and
economic activity.

To develop ergonomics standards, there is a technical committee, ISO TC 159 “ergonomics”.

This committee comprises of 4 sub-committees (sc), whose responsibilities are:

SC 1: Ergonomic Guiding Principles SC 2: Anthropometry and biomechanics SC 3:

Ergonomics of human-system interaction SC 4: Ergonomics of the physical environment.
Standards can be accessed and used by a number of bodies, such as:

Users - Direct users: designers, testers, advisors, regulators - Indirect users: consumers,
workers, general public, Companies or organisations, Governments and Consumers.
Standards provide basic structured descriptions, performance standards, solution standards,
measurement standards.

Additionally, there are guidelines for occupational health and safety management that have been
developed by the International Labour Organisation (ILO) which are also relevant to
ergonomics.
The ILO, part of the United Nations, represents employees, employers and government groups.
Its purpose is to promote social justice and internationally recognised human and labour rights
(ILO, 2004). Guidelines are suggested ways of doing things, and are not mandatory.
Each nation will also have its own sets of standards, and should be consulted whenever
considering ergonomics issues.
42. BRIEFLY EXPLAIN THE USE OF A CHECKLIST BY ERGONOMIST
Checklists are often used in the OHS arena. For Ergonomists, checklists can be used to identify
specific ergonomics risks inherent in a task, job or work environment; or to check a product or
system against a bank of set criteria. Checklists could be used at any stage of the design process,
from concept, design, prototype and through to actual operation.
There are many ergonomics checklists in use, and some good examples can be found in manual
handling guidance material around the world.
Advantages of checklists include their ease and speed of use, results are available immediately
and do not require many resources such as personnel, training and technology. Disadvantages
include little consideration to cognitive aspects of the task or interface under investigation, no
allowance is made for the context in which the task, job is undertaken and it is a simplistic
approach to evaluation which may miss important ergonomics aspects of the task, job, work
environment or system under analysis.

43. DEMONSTRATE YOUR UNDERSTANDING ON MUSCULOSKELETAL

DISORDERS

These are disorders from manual handling and repetitive work in relation to upper limb disorders
or injuries or pain in the human musculoskeletal system, including the joints, ligaments, muscles,
nerves, tendons, and structures that support limbs, neck and back.
Manual handling has been defined as any activity requiring the use of force exerted by a person
to lift, lower, push, pull, carry, or otherwise move, hold or restrain an object, an object may be an
item or an animal or person.

Manual handling also describes repetitive actions with or without force, sustained work postures,
exposure to whole-body or hand-arm vibration, bending, twisting and reaching. Any manual
handling activity constitutes a hazard and a potential for injury unless demonstrated otherwise.
The activity may be light or heavy, repetitive or intermittent. Where manual handling is a
substantial or significant part of a job it is essential that all risks are identified and minimized.
The majority of problems arising from manual handling are associated with sprains and strains
mainly of the back and neck. However, other parts of the body are also affected most notably the
shoulders, knees and ankles. Injuries in these areas occur from different aspects of manual
handling tasks such as overhead work (neck and shoulders), walking on rough ground or areas
with difficult access (knees and ankles). Most manual handling injuries are cumulative,
developing over many months or years of overload. These manual handling injuries are termed
musculoskeletal disorders (MSDs). When they are related to occupation, they are termed work-
related musculoskeletal disorders (WMSDs or WRMSDs). These disorders are also known as
cumulative trauma disorders (CTD). Musculoskeletal injury occurs when the capacity of the
tissues is exceeded. The tissues are commonly muscles, ligaments, tendon and cartilage.

The severity of MSDs can vary. In some cases, they cause pain and discomfort that interferes
with everyday activities. Early diagnosis and treatment may help ease symptoms and improve
long-term outlook. MSDs first manifest themselves as discomfort and pain and may worsen if
they are not resolved and can affect your quality of life over the short and long term. There are
several types of MSDs that can affect the upper and lower parts of your body. Some common
symptoms of musculoskeletal disorders include:

 Acute pain while walking, standing for prolonged periods of time, climbing up or down
stairs or when you are kneeling (functional pain)
 Pain that wakes you up at night (inflammatory pain)
 Pain or fatigue in the legs
 Hip pain
  Locking sensation
 Poor balance

44. OUTLINE ON WORKPLACE, JOB & PRODUCT DESIGN

In ergonomic work system design, the person is the focus, with the aim of optimizing human
performance and well-being. This work system refers to:

A system comprising one or more workers and work equipment acting together to perform the
system function, in the workspace, in the work environment, under the conditions imposed by
the work tasks (ISO 6385)

The general design principles include allowing people postural stability and postural mobility.
The most common occupational disorders are musculoskeletal, and these are often as a result of
lack of attention in the design to body dimensions and body posture, muscular strength and
demands on muscles, and body movements.
The impact of work stress is also considered in design, with the aim of making demands on the
worker that facilitate improved system effectiveness without resulting in excess stress and
resultant physiological and or psychological impairment. Visual discomfort, visual fatigue, and
reduced vision are consequences of environments that lack well designed or well controlled
lighting. For example, luminance that is very high can create glare; high contrasts can contribute
to fatigue from the eyes continually readapting; and low luminance reduces the user’s ability to
detect detail.

The layout of any workplace should consider traffic flow with the view to reducing slips, trips
and falls, manual handling risks; traffic accidents involving vehicles like forklifts, emergency
and fire escapes.

The main phases of the design process (based on ISO 6385 principles) are:

Formulation of goals, analysis and allocation of functions, design concept, detailed design,
realization, implementation and validation Evaluation
The process of design is iterative, and works best within a multidisciplinary team representing
the key stakeholders, users and design professionals.
Workstations and workspaces are the immediate, physical surroundings of the worker.
They can serve a range of different purposes from being the area in which a person works all day
to an area that is used by a variety of people for different purposes intermittently.
The workspace itself must be of a suitable size. Often this is dictated by external factors that
have nothing to do with the people working in the area, the equipment they are using or the
activities they are performing.

The arrangement of the individual workspace is important especially when the work is stationary
and performed in either the sitting or standing position. It depends largely on the type of work
being done and the equipment being used.
In designing workshops and other industrial work areas, the following factors should be
considered:

Access - hatches, steps or stairs and walkways need to be adequate for the biggest person
wearing PPE and carrying equipment such as tools and testing devices.

Size of the work area - the largest workers should be able to adopt comfortable work postures in
the work area and it should also accommodate all the equipment that is required to do the work
safely.

The design and selection of tools and job aids - particularly where access and workspaces are
limited may need special attention

Temperature and other environmental conditions - humidity, heat, cold, fumes, oils and dusts
need to be measured and any unwanted effects on the worker must be controlled.

Visual requirements of the task - need to be assessed and any special requirements must be met
especially where workers need to wear protective or prescription eyewear.
In other words, design of:
Workspace: Work areas can accommodate the number of people required to do the job without
posing a hazard
Height and space restrictions are minimized
There is adequate access and visibility for maintenance and routine checks
There is an optimum location for operators on or near machinery and equipment while working
All sized users are considered in the design of the work areas
The flow of product or components is logical
Seating areas are sufficient for easy access and correct adjustment

Walkways and stairs Free, even and uncluttered walkways on and around the machinery and
equipment wide enough to be able to walk forward are provided
Changes in levels of walking surfaces are minimized
Slip and trips hazards are eliminated (this includes maintaining temporary floors and uneven
ground which may be a work area or walkway)
All holes or depressions where a foot could get stuck or which may pose a trip or a fall hazard
are covered or otherwise eliminated
Well-designed steps, footholds and ladders for access to the machinery and equipment are
provided
Slip-resistant surfaces on all walkways and steps are provided
Steps have the following characteristics: minimum of 200 mm deep; lowest step maximum of
400 mm off the ground; steps at least two boot widths wide
Handrails are within reach of the smallest person and comply with the relevant Standards

Plant and machinery Sharp edges and protruding obstructions are minimized or eliminated
Pinch points and moving parts that could crush hands, feet, or the body are eliminated
Fixed and moveable equipment are located with consideration for proximity to the work area,
access, use and storage
Supplies and equipment that are handled All loads (including tools) are stored so that they can be
handled close to the body and at about waist height. Avoid deep storage bins; low, deep or high
shelves for heavy or awkward items; and ensure that walkways are kept clear
Designated storage areas for supplies and equipment with adequate, safe access are provided
Reach distances are minimized or reduced especially for moving and handling loads
The need for bending especially bending with twisting is minimized
Minimal work is carried out above the shoulders or below the knees
There is minimal manual handling of supplies and equipment, most particularly double or
multiple handling

Environmental factors: Work areas are lit adequately, loud noise is controlled at source, work
areas are designed to minimize the use of PPE
Noise levels – within prescribed guidelines or suitable hearing protection provided.
Environmental conditions such as heat and humidity may need to be reassessed if hearing
protectors are worn.

Wearing of PPE – needs consideration in task and workplace design like hearing and eye
protectors, hard hats, cap lamps and batteries, self-rescuers, and gloves.

45. DEMONSTRATE YOUR UNDERSTANDING ON PHYSICAL FACTORS OF THE

WORK ENVIRONMENT

Humans make physical contact with their environment through their senses. Information is
conveyed to the brain through sense organs such as the eyes, ears and nose. Important factors in
the work environment that should be considered include building design and age, workplace
layout, workstation set-up, furniture and equipment design and quality, space, temperature,
ventilation, lighting, noise, vibration, radiation, air quality.
 46. OUTLINE ON STANDARDS AND SOCIAL ASPECTS

The International Standards Organization (ISO) aims to encourage international standardization

and to facilitate the exchange of goods and services through the elimination of technical barriers
to trade.
There are Technical Committees in ergonomics that deal with products, work systems and work
equipment which are used all over the world, these include: General ergonomics principles,
Anthropometry and biomechanics, Ergonomics of human-system interaction and Ergonomics of
the physical environment.
This committee (ISO/TC 159) list the key benefits and aims of standardization of ergonomics in
business environments as:

-To enhance health, safety and well-being of the users as well as meet the overall performance
-To prepare standards in the field of ergonomics, in order to meet the requirements for
ergonomics and efficient products under the conditions of free trade,
-To improve the usability of products and
-To deliver a consistent set of ergonomics requirements as a reliable basis for a world-wide
machine design as ISO standards world-wide.
The committee has a list of priorities, including: -making standards more consistent
internationally; working of the ergonomics of new technologies; working across the borders of
occupational work; considering ergonomics for people with special requirements such as access
and considering the ergonomic implications of the ageing population.

One of the key Standards regarding occupational workplace ergonomics is the ISO 6385:2004 as
this aims to provide an ergonomic framework by outlining the key principles to consider in
workplace and work systems design and redesign.

TRAINING, EXPERIENCE AND SKILL DEVELOPMENT

Training is an integral component of a workplace safety management system. The employer has
a duty of care for their employees and essential in fulfilling this duty of care, is appropriate
training for their employees.
Workplace training is an ongoing process. Continuing technological changes, differences
between workplaces, promotional opportunities and multiskilling mean that employees are
constantly required to learn new skills and understand different processes and procedures in
order to perform optimally at work.

Acquisition of Physical Skills

Physically skilled work involves quick and accurate muscular contraction, coordination of the
different muscle groups involved, precision, concentration and visual control. Usually skilled
work involves use of the hand(s) and in particular the fingers. Short training sessions, breaking
the job up into parts and providing strict controls and good examples can improve skill
acquisition.

Skill Development and Individual Differences

Differences between individuals should be taken into account when any type of training scheme
is developed or offered to employees. Key differences in employees include:
-Knowledge they possess before training begins, -The way that they learn new skills, -The speed
with which they learn new skills and Confidence in dealing with unfamiliar situations.

Thus the type of training methods employed should be adapted to the learning needs of each
individual. The main aim of skill acquisitions is that individuals achieve a satisfactory level of
competence.

Training Needs Analysis

The first stage of the training process is a review of training needs. This analysis should be
performed on three levels:

1. Organizational – what training should be performed in the organization and where is it needed?
2. Task/ job (usually called a task or job analysis) – what skills or abilities are required to
perform a specific task or job?
3. Personal – what are the training needs of each individual?

Types of Training

There are several types of training that can be conducted:

Knowledge teaching, on-the-job training, simulator training, part-task, team-based and refresher
training.
Whichever training method is used; it should be evaluated. This is can be done in a number of
ways (such as practical demonstrations and written reports, but must test the skills and
knowledge acquired with regard to what is required by the task.

Training Aids
Training aids are helpful for individuals who have acquired new skills to enhance their
performance. They can include:
Reference or procedural manuals, checklists, charts, notices or labels, decision trees or decision
charts and an in-house expert or outsourced technical support who can provide support when
needed.

47. OUTLINE ON POSITIVE AND NEGATIVE PERFORMANCE INDICATORS

Positive performance indicators measure those actions that provide good occupational health
and safety (OHS) outcomes. PPIs are a measurement of the success of good OHS practice. They
are a way of measuring the OHS performance in the business. PPIs can give information about
the effectiveness of activities especially within OHS management systems. Ergonomics is one of
the areas where these indicators can be useful. However, they will not tell the whole story nor
will they in themselves improve performance - they are merely flags indicating progress or the
lack of it.

Negative Performance Indicators (NPIs)

NPIs such as the (lost time injury frequency rates) LTIFR only tell what has happened in the past
and that something went wrong. It gives no indication of what has been done well. Simply
measuring negative outcomes such as injury rates or the costs of workers’ compensation claims
may not give a true indication of what is happening now and how effective current risk control
measures are. In fact, they may give wrong information when they fluctuate or when there are
subtle differences in reporting criteria. They may also allow the concealing of injuries to provide
an apparently better result. Most importantly they are very limited in predicting high
consequence, low probability accidents.

However, they measure actual failures and they allow statistics to be compared across industries
and from company to company. Organizations can benchmark themselves against others and this
comparison can be useful to a limited degree.

48. OUTLINE ON PROGRAM EVALUATION

Evaluation of an ergonomics program needs to measure how well program implementation is

progressing as well as whether or not the program objectives were achieved.
What is measured will depend on what is considered necessary to determine if the program is on
track. One can:
1. Determine if the process is working. For instance, if the program involves consultation with
users, the identification of problems and development of solutions these can all be measured
simply by determining if they have been done and what they have achieved.
2. Estimate or assess the risks associated with poor ergonomics in broad terms and then reassess
these after changes have been implemented. People involved can be asked about the degree of
difficulty of the job, the number of near misses or other incidents and perhaps the number of
times accidents or injuries have actually occurred.
3. Ask how workers feel about solutions and if they have been effective or not.
It is important to develop methods of evaluating positive indicators of work being done that
address areas requiring improvement. Then these indicators and resulting improvements can be
measured over time. The use of both positive and negative performance indicators give the most
balanced approach to evaluation and can act as effective safety program drivers if used carefully.
 49. BRIEFLY DECRIBE ACCIDENT AND INCIDENT INVESTIGATION

Accident and incident investigations are part of every OHS program. They are undertaken to find
the real and not immediately obvious causes of an accident and to assess the risk of recurrence.
Based on this information appropriate control measures can be developed. These may involve
changes to the structure of the OHS program as well as fixing the immediate damage or
providing the injured person with appropriate medical treatment.

Poor ergonomics is often overlooked in accident investigations because it is not always

immediately obvious and its analysis may require specialist input.

Information obtained as a result of the investigations can also be pooled to determine trends and
used to assist program implementation planning.

The steps to conducting an effective accident investigation are:

1. Provide first aid and or medical care to the injured persons and take action to prevent
further injury or damage. This is the first priority.
2. Report the accident as required by your company's policies.
3. Investigate the accident as soon as possible after it occurs. This allows you to observe
the conditions as they were at the time of the accident, prevents the disturbance of
evidence, and allows you to identify witnesses. You will need to gather physical
evidence, take photographs, and interview witnesses to understand the chain of events
that led to the accident.
4. Identify the causes of the accident. Note that there are usually multiple causes.
5. Report your findings in a written report. in preparing the report, it is helpful to
prepare step-by-step account or timeline working back from the moment of the accident,
listing all possible causes at each step. This account can be helpful in preparing the final
report, which should clearly explain the evidence for your conclusions.
 6. Develop a plan for corrective action to prevent the accident from happening
again. These actions should be specific, constructive, address root causes of the
accident, and address the causes described in the report.
7. Implement your corrective action plan. It is helpful to set a deadline for
implementation of corrective actions and there should be monitoring in place to ensure
that they are completed.
8. Follow up to evaluate the effectiveness of the corrective actions taken.
9. Make adjustments as needed to continue to improve.

50. OUTLINE ON PROGRAM AUDITS

Program audits analyze performance to determine whether a program or department is

effectively accomplishing its goals and purpose like Health and Safety Audits, which assess
whether current safety processes and procedures align with the law; Identify risks in the
workplace (as well as the levels of those risks); Identify arrangement strengths and weaknesses
(sooner problems are identified and addressed, the better). There can be a safety audit which is a
structured process whereby information is collected relating to the efficiency, effectiveness, and
reliability of a company's total health and safety management system. These audits are then used
as a guide for designing safety plans or to identify corrective actions that should be undertaken.

Program audits can be done for example in the following steps:

Step 1: Assess management, leadership, and employee involvement.

Visit with each department in the organization to get a feel for whether people are actually
invested in the workplace safety program. Ask the following questions:

 Is the workplace safety plan effectively communicated to all employees?

 Are managers/leaders enforcing the program?
 Are all employees following health and safety guidelines?
 Are managers/leaders performing regular inspections?

For a safety plan to be effective, both the employer and the employees must be involved. During
the audit, assess whether your managers and leaders are personally committed to safety, because
their attitude about it can affect the overall culture of the organization. If there is a sense that
people are not invested in safety, it can also be helpful to include all employees in making and
updating the workplace safety plan, as they are the ones who most often use it.

Step 2: Analyse worksite and hazard prevention or control efforts.

As the next stage of the audit, consider how well the program is actually accounting for health
and safety hazards. Ask the following questions:

 Does the plan include all potential hazards?

 Since the program was implemented, has there been a measurable decrease in worker
compensation costs, employee sick days or injuries, or some other metric?
 Do your current efforts ensure that all OSHA and industry-specific regulations are being
met?
 Does your program enable quick and streamlined incident reporting to help contain
problems?
 Does your program include methods for effective communication during and following
an incident?

Step 3: Revisit health and safety training and education protocol.

Next, review how employees at all levels are trained (and retrained) on workplace safety. Ask
the following questions:

 Are new employees immediately trained on workplace safety?

 Are managers, leaders, and employees retrained often enough to ensure that the program
is effective?
 If the workplace safety plan is updated, is there a way to distribute those updates to
everyone?

Step 4: Assess your workplace safety plan.

Finally, consider whether your workplace safety plan is actually achieving its purpose. Ask the
following questions:
  Is the plan up to date?
 Is the plan easily accessible by all employees, including management and leadership?
 Can your people easily activate the plan?

Organizations that are well prepared for health and safety incidents treat their workplace safety
plans as living documents. These plans should be re-examined closely and regularly to ensure
that they are up to date and relevant. When changes occur for example, as employees leave or
join the company or when new protocols or regulations are instituted you and your team should
immediately update the plan recipients and ensure all employees receive it.

In addition, the plan should be readily accessible at any time and from any location. Storing such
an important document in someone’s office or on the corporate intranet presents some significant
problems. For instance, consider how much time would be wasted if an employee in the field had
to rush to the office or a computer to find information on how to handle a chemical spill or
injury. Limited accessibility also affects how quickly your plan can be activated. Health and
safety incidents can escalate quickly, and employees must be able to immediately access the
information they need and contact the appropriate people.

Modernizing Workplace Safety

If your audit reveals that your safety plan is not achieving its goals, it’s important to fix the
issues now, before the next health- or safety-related incident occurs.

To achieve a more effective workplace safety program, many organizations are adopting a
mobile crisis management solution that provides incident reporting and real-time communication
capabilities, as well as convenient access to safety procedures, right on employees’ mobile
phones. This ensures that vital workplace safety information, incident checklists, and contact
details are available from any location, with the touch of a button, which makes health and safety
an easier, more integrated part of every employee’s workday.