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OSHAcademy Course 722 Study Guide
Copyright © 2000-2013 Geigle Safety Group, Inc.
Ergonomics Program
Management

Copyright © 2000-2013 Geigle Safety Group, Inc. Page 2 of 58
Ergonomics Program Management
Copyright © 2013 Geigle Safety Group, Inc.
No portion of this text may be reprinted for other than personal use. Any commercial use of
this document is strictly forbidden.
Contact OSHAcademy to arrange for use as a training document.
This study guide is designed to be reviewed off-line as a tool for preparation to successfully
complete OSHAcademy Course 722.
Read each module, answer the quiz questions, and submit the quiz questions online through
the course webpage. You can print the post-quiz response screen which will contain the correct
answers to the questions.
The final exam will consist of questions developed from the course content and module quizzes.
We hope you enjoy the course and if you have any questions, feel free to email or call:
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Contents
Course Introduction........................................................................................................................ 6
What are work-related musculoskeletal disorders (MSDs)?.................................................. 6
What are the risk factors for MSDs?....................................................................................... 7
How common are MSDs?........................................................................................................ 7
NIOSH research and prevention ............................................................................................. 8
Module 1: Setting the Stage for Action .......................................................................................... 9
Introduction ................................................................................................................................ 9
Ergonomics as part of a company safety and health program................................................... 9
Reactive vs. Proactive approaches ............................................................................................. 9
Essential considerations............................................................................................................ 10
Expressions of management commitment............................................................................... 10
Employee involvement ............................................................................................................. 11
Who should participate?........................................................................................................... 13
Module 1 Quiz........................................................................................................................... 15
Module 2: Analyzing the Workplace............................................................................................. 16
Gathering and Examining Evidence of MSDs............................................................................ 16
Conditions and Symptoms........................................................................................................ 16
Following up on Worker Reports.............................................................................................. 17
Reviewing OSHA Logs and other existing records.................................................................... 17
Conducting symptoms surveys................................................................................................. 18
Using periodic medical examinations....................................................................................... 18
Module 2 Quiz........................................................................................................................... 19
Module 3: Identifying Risk Factors ............................................................................................... 21
Screening for Risk Factors......................................................................................................... 21
Physical Risk factors.................................................................................................................. 22

Psychological Risk Factors......................................................................................................... 25
Using a checklist........................................................................................................................ 25
General Ergonomic Risk Analysis Checklist*............................................................................. 26
Module 3 Quiz........................................................................................................................... 29
Module 4: Ergonomics Job Hazard ............................................................................................... 31
Introduction .............................................................................................................................. 31
Setting Priorities........................................................................................................................ 32
Module 4 Quiz........................................................................................................................... 34
Module 5: Controlling Risk Factors............................................................................................... 36
The Hierarchy of Hazard Control Strategies ............................................................................. 36
Controlling MSDs through elimination and substitution...................................................... 36
Controlling MSDs through engineering controls.................................................................. 37
Controlling MSDs through work-practice and administrative controls................................ 38
Personal protective equipment............................................................................................ 39
Module 5 Quiz........................................................................................................................... 41
Module 6: Implementing Controls................................................................................................ 43
Implementing effective control strategies ............................................................................... 43
Testing and evaluation.............................................................................................................. 43
Making modifications or revisions............................................................................................ 43
Full-scale implementation ........................................................................................................ 44
Follow-up evaluation ................................................................................................................ 44
Module 6 Quiz........................................................................................................................... 46
Module 7: Medical Management ................................................................................................. 47
Introduction .............................................................................................................................. 47
Employer responsibilities.......................................................................................................... 47
Employee responsibilities......................................................................................................... 48
Healthcare Provider Responsibilities........................................................................................ 48

Job Familiarity and Job Placement Evaluations........................................................................ 49
Early Reporting and Access to Healthcare Providers................................................................ 49
Treatment ................................................................................................................................. 50
Module 7 Quiz........................................................................................................................... 51
Module 8: Education and Training................................................................................................ 53
Ergonomics awareness training................................................................................................ 53
Training in job analyses and control measures ........................................................................ 54
Training in problem solving ...................................................................................................... 54
Special considerations and precautions ................................................................................... 54
Model Training Strategy ........................................................................................................... 55
If it isn't in writing...it didn't happen ........................................................................................ 56
Module 8 Quiz........................................................................................................................... 57

Course Introduction
er-go-nom-ics , ûrg-go-'näm-iks
In 2008, more than 317,000 American workers experienced serious injuries due to overexertion
or repetitive motion on the job. These work-related musculoskeletal disorders (MSDs) account
for 29 percent of lost workday injuries. MSDs cost employers billions of dollars in workers'
compensation costs.
See below for a compelling customer satisfaction story:
Sysco Food Services of Houston, Texas had serious ergonomic problems when OSHA inspected the
company. In 1996, Sysco had 210 injuries with 3,638 lost workdays. Back injuries accounted for 40
percent of the injuries and more than half the cost. An OSHA inspector issued Sysco a citation and
$7,000 fine for failing to protect its employees from ergonomic hazards and set out an abatement plan
for the company to follow.
Today, after implementing a formal ergonomics program under the direction of Sandra Carson, an
occupational health nurse, Sysco's injury compensation costs have fallen by almost 75 percent and
major back injuries have dropped from 76 a year to 21.
Ms. Carson says the $7,000 penalty "was one of the best investments the company has made." Along
with the citation, Ms. Carson says Sysco "received an analysis of our problem jobs as well as
alternative controls to consider." The health and safety improvements have made Ms. Carson's branch
one of Sysco's most profitable.
What are work-related musculoskeletal disorders (MSDs)?
Musculoskeletal disorders include a group of conditions that
involve the nerves, tendons, muscles, and supporting
structures such as intervertebral discs. They represent a wide
range of disorders, which can differ in severity from mild
periodic symptoms to severe chronic and debilitating
conditions. Examples include carpal tunnel syndrome,
tenosynovitis, tension neck syndrome, and low back pain.

Work-related Musculoskeletal Disorders are caused or made worse by the work environment.
MSDs can cause severe and debilitating symptoms such as:
• pain, numbness, and tingling
• reduced worker productivity
• lost time from work
• temporary or permanent disability
• inability to perform job tasks, and
• an increase in workers compensation costs
MSDs are often confused with ergonomics. Ergonomics is the science of fitting workplace
conditions and job demands to the capabilities of workers.
In other words, MSDs are the problem and ergonomics is a solution.
What are the risk factors for MSDs?
Risk factors for MSDs include:
• repetitive, forceful, or prolonged exertions of the hands
• frequent or heavy lifting, pushing, pulling, or carrying of heavy objects
• prolonged awkward postures, and
• vibration contribute to MSDs
Jobs or working conditions that combine risk factors will increase the risk for musculoskeletal
problems. The level of risk depends on how long a worker is exposed to these conditions, how
often they are exposed, and the level of exposure.
How common are MSDs?
MSDs of any cause are among the most prevalent medical problems. In 2008, sprain and strain
injuries accounted for 39% of total injury and illness cases requiring days away from work.
Soreness and pain (including the back) accounted for 11% of the total cases.
When looking specifically at work-related MSDs, the Bureau of Labor Statistics (BLS) reports
MSD’s accounted for 29% of all workplace injuries and illnesses requiring time away from work
in 2008. 45 percent of sprains and strains were the result of overexertion. Also, in 40% of these

cases, the back was injured. In another 25% of the cases, a lower extremity (such as the knee or
ankle) was injured.
NIOSH research and prevention
The National Institute for Occupational Safety and Health (NIOSH) is the only federal agency
mandated to conduct research and train professionals to identify and prevent workplace
hazards. The Institute is part of the Centers for Disease Control and Prevention. NIOSH conducts
and funds a substantial amount of research on musculoskeletal disorders, currently a total of 80
projects on work-related MSD-related topics. A directory of all these projects has been
published by NIOSH (DHHS [NIOSH] Publication No. 97-109). For more information on work-
related MSDs or on other workplace safety and health issues call: 1-800-35-NIOSH (1-800-356-
4674).

Module 1: Setting the Stage for Action
Introduction
Fred A. Manuele, author of On the Practice of Safety, considers occupational ergonomics to be
"the art and science of designing the work to fit the worker to achieve optimum productivity
and cost efficiency, and minimum risk of injury." To best fulfill the goal to achieve these
benefits through ergonomics, a sound program should be developed. A program that includes a
written plan, education, training, and effective procedures to identify, analyze, and evaluate
work for ergonomic risk factors.
As with other workplace safety and health issues, managers and employees both play key roles
in setting the stage: developing and carrying out an ergonomics program. It's important that
management understand the benefits of an effective ergonomics program.
Ergonomics as part of a company safety and health program
Ergonomics programs should not be regarded as separate from those intended to address other
workplace hazards. Aspects of hazard identification, case documentation, assessment of control
options, and health care management techniques that are used to address ergonomic problems
use the same approaches directed toward other workplace risks of injury or disease. Although
many of the technical approaches described in this course are specific to ergonomic risk factors
and MSDs, the core principles are the same as efforts to control other workplace hazards.
Reactive vs. Proactive approaches
Proactive ergonomics activities emphasize
efforts at the design stage of work processes to
recognize needs for avoiding risk factors that
can lead to musculoskeletal problems. The goal
is to design operations that ensure proper
selection and use of tools, job methods,
workstation layouts, and materials that impose
no undue stress and strain on the worker.

Essential considerations
Ergonomics issues are identified and resolved in the planning process. In addition, general
ergonomic knowledge, learned from an ongoing ergonomics program, can be used to build a
more prevention-oriented approach.
Management commitment and employee involvement in the planning activity are essential. For
example, management can set policies to require ergonomic considerations for any equipment
to be purchased and production employees can offer ideas on the basis of their past
experiences for alleviating potential problems.
Planners of new work processes involved in the design of job tasks, equipment, and workplace
layout, must become more aware of ergonomic factors and principles. Designers must have
appropriate information and guidelines about risk factors for MSDs and ways to control them.
Studying past designs of jobs in terms of risk factors can offer useful input into their design
strategies.
Expressions of management commitment
Management commitment is a key and perhaps the most
important controlling factor in determining whether any
worksite hazard control effort will be successful.
Management commitment is more than just "support."
Support is merely talk, but real commitment is expressed
by actually backing up that talk with action which takes
time and money. Remember, support = talk and
commitment = action!
Management commitment can be expressed in a variety of ways. Lessons learned from NIOSH
case studies of ergonomic hazard control efforts in the meatpacking industry emphasize the
following points regarding evidence of effective management commitment:
Policy statements are issued to:

• Treat ergonomic efforts as furthering the company's strategic goals
• Expect full cooperation of the total workforce in working together toward realizing
ergonomic improvements
• Assign lead roles to designated persons who are known to "make things happen"
• Give ergonomic efforts priority with other cost reduction, productivity, and quality
assurance activities
• Have the support of the local union or other worker representatives
• Allow full discussion of the policy and the plans for implementation
• Set concrete goals that address specific operations and give priority to the jobs posing the
greatest risk
Resources are committed to:
• Train the workforce to be more aware of ergonomic risk factors for MSDs
• Provide detailed instruction to those expected to assume lead roles or serve on special
groups to handle various tasks
• Bring in outside experts for consultations about start-up activities and difficult issues at
least until in-house expertise can be developed
• Implement ergonomic improvements as may be indicated
• Provide release time or other compensatory arrangements during the workday for
employees expected to handle assigned tasks dealing with ergonomic concerns
It's important to furnish information to all those involved in or affected by the ergonomic
activities. Misinformation or misperceptions about such efforts can be damaging: If
management is seen as using the program to gain ideas for cutting costs or improving
productivity without equal regard for employee benefits, the program may not be supported by
employees. For example, management should be up-front regarding possible impacts of the
program on job security and job changes. All injury data, production information, and cost
considerations need to be made available to those expected to make feasible
recommendations for solving problems.
Employee involvement
Promoting employee involvement in efforts to improve workplace
ergonomic conditions has several benefits. They include:

• enhanced worker motivation and job satisfaction,
• added problem-solving capabilities,
• greater acceptance of change, and
• greater knowledge of the work and organization.

Worker involvement in safety and health issues means obtaining worker input on several
issues.
• The first input is defining real or suspected job hazards.
• Another is suggesting ways to control suspected hazards.
• A third involves working with management in deciding how best to put controls into
place.
Employee participation in an organization's efforts to reduce work-related injury or disease and
ergonomic problems may take the form of direct or individual input. A common involvement
process is participation through a joint labor-management safety and health committee, which
may be company-wide or department-wide in nature. Membership on company-wide
committees includes union leaders or elected worker representatives, department heads, and
key figures from various areas of the organization.
Two factors are critical to the different forms of worker involvement. One is the need for
training both in hazard recognition and control and in group problem solving. The second is that
management must share information and knowledge of results with those involved.
No single form or level of worker involvement fits all situations or meets all needs. Much
depends on the nature of the problems to be addressed, the skills and abilities of those
involved, and the company's prevailing practices for participative approaches in resolving
workplace issues.
Who should participate?
Ergonomic problems typically require a response that cuts across a number of organizational
units. Hazard identification through job task analyses and review of injury records or symptom
surveys, as well as the development and implementation of control measures, can require input
from:
• safety and hygiene personnel,
• health care providers,
• human resource personnel,
• engineering personnel,
• maintenance personnel, and
• ergonomics specialists.

In addition, worker and management representatives are considered essential players in any
ergonomics program effort.
In small businesses, two or more of the functions noted on this list may be merged into one
unit, or one person may handle several of the listed duties. Regardless of the size of the
organization, persons identified with these responsibilities are crucial to an ergonomics
program. Purchasing personnel in particular should be included, since the issues raised can
dictate new or revised specifications on new equipment orders.
How best to fit these different players into the program could depend on the company's
existing occupational safety and health program practices. Integrating ergonomics into the
company's current occupational safety and health activities, while giving it special emphasis,
may have the most appeal.
Taking a proactive approach to ergonomics is so important to the success of the program.
Maximizing employee involvement is one of the keys to a successful proactive ergonomics
program. When employees identify and help devise solutions, they gain a degree of ownership.
We value what we own. Ownership increases the probability that "EC"(ergonomically correct ;-)
behaviors are performed when employees are not being directly supervised. And, now it's time
for your first module quiz. If you are not sure about the answers to the questions, just review
the material.

Module 1 Quiz
Use this quiz to self-check your understanding of the module content. You can also go online
and take this quiz within the module. The online quiz provides the correct answer once
submitted.
1. A proactive approach to ergonomics would emphasize:
a. reduction in injury costs
b. early return to work programs
c. workstation design
d. aggressive accident investigation
2. According to the text, all of the following policies support an effective ergonomics
program, except?
a. Give ergonomic efforts priority with other activities
b. Assign lead roles to persons who are known to "make things happen"
c. Treat ergonomic efforts as furthering the company's strategic goals
d. Do not solicit the support of union or other worker representatives
3. Which of the following best illustrates a real commitment to an ergonomics program?
a. Express your commitment to the ergonomics program in a newsletter
b. Telling others ergonomics is important
c. Training the workforce on effective lifting techniques
d. Telling others you will eventually implement a program
4. Ergonomic problems typically require a response that cuts across a number of
organizational units.
a. True
b. False
5. All of the following actions result in increased employee involvement in the ergonomics
program, except?
a. Written policy statement
b. Training in hazard identification and control

c. Sharing information and results
d. Withholding positive reinforcement
Module 2: Analyzing the Workplace
Gathering and Examining Evidence of MSDs
Once a decision has been made to initiate an ergonomics
program, a necessary step is to gather information to
determine the scope and characteristics of the problem
or potential problem. A variety of techniques and tools
have been used; many provide the basis for developing
solutions to identified problems.
• Following up of worker reports
• Reviewing OSHA 300 logs
• Conducting symptom surveys
• Using periodic medical examinations
• Identifying Risk Factors in Jobs
o Screening jobs for risk factors
o Performing job analyses
o Setting priorities
Conditions and Symptoms
What are some of the clues that MSDs are a real or possible workplace problem? Some signs
are obvious while others are more subtle.
• OSHA Form 300 logs or workers compensation claims show cases of MSDs such as carpal
tunnel syndrome, tendonitis, tenosynovitis, epicondylitis, and low back pain. Sometimes
these records contain nonspecific entries like "hand pain," which may be an indicator of
a significant health problem if severe or persistent.
• Certain jobs or work conditions cause worker complaints of undue strain, localized
fatigue, discomfort, or pain that does not go away after overnight rest.
• Workers visiting the clinic make frequent references to physical aches and pains related
to certain types of work exercises.

• Job tasks involve at risk activities such as repetitive and forceful exertions, frequent,
heavy, or overhead lifts, awkward work positions, or use of vibrating equipment.
Here are some other examples of symptoms that should trigger evaluations.
If you uncover signs like these in your workplace, it might be a good idea to request a
confidential evaluation by OSHA or insurer ergonomics consultant. Ergonomic evaluations may
uncover significant problems and be very helpful in correcting them.
Other sources that could alert employers to potential problems include the following:
• Trade publications, insurer newsletters, or references in popular literature indicating
risks of MSDs
• Cases of MSDs found among competitors or in similar businesses
• Proposals for increasing line speed, retooling, or modifying jobs to increase individual
worker output and overall productivity
Following up on Worker Reports
Assuring that employees feel free to report, as early as possible, symptoms of physical stress is
a key component of any ergonomics program. Early reporting makes it possible to begin
corrective measures before the effects of a job problem worsen. When employees feel
comfortable reporting their symptoms or other concerns, it indicates a high level of trust
between labor and management.
As mentioned earlier, individual worker concerns that certain jobs cause undue physical fatigue,
stress, or discomfort may be signs of ergonomic problems. Following up on these reports,
particularly reports of MSDs, is essential. Such reports indicate a need to evaluate the jobs to
identify ergonomic risk factors.
Reviewing OSHA Logs and other existing records
Inspecting OSHA 300 logs and plant medical records, as well as workers compensation claims,
insurance claims, absentee records, and job transfer applications can yield information about
the nature of MSDs. Finding workers in certain departments or operations experiencing more of

these problems than others would suggest some immediate areas for study with regard to
possible risk factors.
Jobs with elevated rates of low back musculoskeletal disorders often also have higher risks for
acute injuries due to slips and trips or other safety hazards. In these cases, acute
musculoskeletal injuries may also be an important problem.
Conducting symptoms surveys
Interviews or symptom surveys can be used to identify possible MSDs that might otherwise go
unnoticed. In addition to questions about the type, onset, and duration of symptoms, symptom
survey forms may include a body map. The employee is asked to locate and rate the level of
discomfort experienced in different areas of his or her body. The assumption is that any
discomfort or symptoms may be associated with some increased risk for MSDs.
Using periodic medical examinations
A disadvantage of using OSHA logs or company medical information to identify possible cases of
MSDs is the lack of specific or uniform medical information. This limitation may make
identifying MSDs difficult. One optional approach to overcome this limitation is to have each
worker undergo a periodic standard examination that includes a history and physical
examination. Such an examination program should be designed and administered by a health
care provider.

Module 2 Quiz
submitted.
1. What OSHA Form is most likely to help as a proactive tool used to uncover MSDs?
a. OSHA 101
b. OSHA 300
c. OSHA Investigation Form
d. OSHA Inspection Report
2. According to the text, if you uncover signs of ergonomic hazards in your workplace, it might
be a good idea to...
a. Implement a training program
b. Assess for signs and symptoms
c. Request a confidential evaluation
d. Purchase safety belts
3. Proposals for increasing line speed, retooling, or modifying jobs to increase individual
worker output and overall productivity should be analyzed to determine impact on the
potential for MSDs.
a. True
b. False
4. Jobs with elevated rates of low back musculoskeletal disorders often also have higher risks
for acute injuries due to slips and trips or other safety hazards.
a. True
b. False

5. A disadvantage of using OSHA logs or company medical information to identify possible
cases of MSDs is the:
a. difficulty in locating the information.
b. lack of specific or uniform medical information.
c. understanding the information.
d. relying on experts for the information.

Module 3: Identifying Risk Factors
Screening for Risk Factors
Screening jobs for physical and psychological risk factors is very proactive and should involve
one or more of the following:
• Walk-through observational surveys of the work facilities to detect obvious risk factors
• Interviews with workers and supervisors to obtain the above information and other data
not apparent in walk-through observations such as; time and workload pressures, length
of rest breaks, etc.
• Checklists for scoring job features against a list of risk factors
A great deal of research has been conducted to identify workplace factors that contribute to
the development of musculoskeletal disorders. NIOSH has recently summarized the
epidemiological studies that show a relationship between specific work activities and the
development of musculoskeletal disorders.
According to the scientific literature, the following are recognized as important risk factors for
musculoskeletal disorders, especially when occurring at high levels and in combination.
Physical risk factors include:
• Awkward postures
• Forceful exertions
• Repetitive motions
• Duration of exposure
• Frequency of exposure
• Contact stresses
• Vibration
• Other conditions
Let's take a closer look at each of these risk factors.

Physical Risk factors
Awkward postures
Body postures determine which joints and muscles are used in an
activity and the amount of force or stresses that are generated or
tolerated. For example, more stress is placed on the spinal discs when
lifting, lowering, or handling objects with the back bent or twisted,
compared with when the back is straight. Manipulative or other tasks
requiring repeated or sustained bending or twisting of the wrists, knees,
hips, or shoulders also impose increased stresses on these joints.
Activities requiring frequent or prolonged work over shoulder height can
be particularly stressful.
Forceful exertions (including lifting, pushing, and pulling)
Tasks that require forceful exertions place higher loads on the
muscles, tendons, ligaments, and joints. Increasing force means
increasing body demands such as greater muscle exertion along
with other physiological changes necessary to sustain an
increased effort. Prolonged or recurrent experiences of this
type can give rise to not only feelings of fatigue but may also
lead to musculoskeletal problems when there is inadequate
time for rest or recovery. Force requirements may increase
with:
• Increased weight of a load handled or lifted
• Increased bulkiness of the load handled or lifted
• Use of an awkward posture
• The speeding up of movements
• Increased slipperiness of the objects handled (requiring increased grip force)
• The presence of vibration (e.g., localized vibration from power hand tools leads to use of
an increased grip force)
• Use of the index finger and thumb to forcefully grip an object (i.e., a pinch grip
compared with gripping the object with your whole hand)
• Use of small or narrow tool handles that lessen grip capacity

Repetitive motions
If motions are repeated frequently (e.g., every few seconds) and for
prolonged periods such as an 8-hour shift, fatigue and muscle-tendon
strain can accumulate. Tendons and muscles can often recover from the
effects of stretching or forceful exertions if sufficient time is allotted
between exertions. Effects of repetitive motions from performing the
same work activities are increased when awkward postures and forceful
exertions are involved. Repetitive actions as a risk factor can also
depend on the body area and specific act being performed.
Duration
Duration refers to the amount of time a person is continually exposed
to a risk factor. Job tasks that require use of the same muscles or
motions for long durations increase the likelihood of both localized and
general fatigue. In general, the longer the period of continuous work
(e.g., tasks requiring sustained muscle contraction), the longer the
recovery or rest time required.
Frequency
Frequency refers to how many times a person repeats a given
exertion within a given period of time. Of course, the more often
the exertion is repeated, the greater the speed of movement of the
body part being exerted. Also, recovery time decreases the more
frequently an exertion is completed. And, as with duration, this
increases the likelihood of both localized and general fatigue.

Contact stresses
Repeated or continuous contact with hard or sharp objects such
as non-rounded desk edges or unpadded, narrow tool handles
may create pressure over one area of the body (e.g., the forearm
or sides of the fingers) that can inhibit nerve function and blood
flow.
Vibration
Exposure to local vibration occurs when a specific part of the body
comes in contact with a vibrating object, such as a power hand tool.
Exposure to whole-body vibration can occur while standing or sitting
in vibrating environments or objects, such as when operating heavy-
duty vehicles or large machinery.
Other conditions
Workplace conditions that can influence the presence and
magnitude of the risk factors for MSDs can include
• cold temperatures,
• insufficient pauses and rest breaks for recovery,
• machine paced work, and
• unfamiliar or unaccustomed work.

Psychological Risk Factors
In addition to the above conditions, other aspects of work
may not only contribute to physical stress but psychological
stress as well. As long as we believe we have adequate
control over all aspects of our job, we may experience
normal stress. However, if we believe we have little control
over job demands, we may suffer from distress with
accompanying ill health and possible irrational behaviors.
Under distress, the probability of an accident increases
greatly.
Research is examining work factors such as performance monitoring, incentive pay systems,
and unreasonable management production demands to determine whether these factors have
a negative effect on the musculoskeletal system. Another related area of research is to
determine which personal, work, or societal factors contribute to acute musculoskeletal
disorders developing into chronic or disabling problems.
Using a checklist
The checklist is a formal and orderly procedure for screening jobs. Numerous versions of
checklists exist in ergonomics manuals. When checklist data are gathered by persons familiar
with the job, task, or processes involved, the quality of the data is generally better. This
checklist illustrates three processes:
• Assessment - identify to determine if something is present.
• Analysis - take it apart to determine what it looks like, how it works.
• Evaluation - judge it against the best.
This checklist first assesses for risk factors by asking if something is present. You merely place a
check in the appropriate box.
Using the checklist below, you can identify the general risk factors associated with the job you
currently perform.

General Ergonomic Risk Analysis Checklist*
Manual Material Handling
1. Is there lifting of loads, tools, or parts?
2. Is there lowering of tools, loads, or parts?
3. Is there overhead reaching for tools, loads, or parts?
4. Is there bending at the waist to handle tools, loads, or
parts?
5. Is there twisting at the waist to handle tools, loads, or
parts?
Physical Energy Demands
1. Do tools and parts weigh more than 10 lb?
2. Is reaching greater than 20 in.?
3. Is bending, stooping, or squatting a primary task activity?
4. Is lifting or lowering loads a primary task activity?
5. Is walking or carrying loads a primary task activity?
6. Is stair or ladder climbing with loads a primary task activity?
7. Is pushing or pulling loads a primary task activity?
8. Is reaching overhead a primary task activity?
9. Do any of the above tasks require five or more complete work cycles to be done within a
minute?
10. Do workers complain that rest breaks and fatigue allowances are insufficient?
Other Musculoskeletal Demands
1. Do manual jobs require frequent, repetitive motions?
2. Do work postures require frequent bending of the neck, shoulder, elbow, wrist, or finger
joints?
3. For seated work, do reaches for tools and materials exceed 15 in. from the worker's
position?
4. Is the worker unable to change his or her position often?
5. Does the work involve forceful, quick, or sudden motions?
6. Does the work involve shock or rapid buildup of forces?
7. Is finger-pinch gripping used?

8. Do job postures involve sustained muscle contraction of any limb?
Computer Workstation
1. Do operators use computer workstations for more than 4 hours a
day?
2. Are there complaints of discomfort from those working at these
stations?
3. Is the chair or desk nonadjustable?
4. Is the display monitor, keyboard, or document holder
nonadjustable?
5. Does lighting cause glare or make the monitor screen hard to read?
6. Is the room temperature too hot or too cold?
7. Is there irritating vibration or noise?
Environment
1. Is the temperature too hot or too cold?
2. Are the worker's hands exposed to temperatures less
than 70 degrees Fahrenheit?
3. Is the workplace poorly lit?
4. Is there glare?
5. Is there excessive noise that is annoying, distracting, or
producing hearing loss?
6. Is there upper extremity or whole body vibration?
7. Is air circulation too high or too low?
General Workplace
1. Are walkways uneven, slippery, or obstructed?
2. Is housekeeping poor?
3. Is there inadequate clearance or accessibility for performing tasks?
4. Are stairs cluttered or lacking railings?
5. Is proper footwear worn?

Tools
1. Is the handle too small or too large?
2. Does the handle shape cause the operator to bend the wrist in order to use the tool?
3. Is the tool hard to access?
4. Does the tool weigh more than 9 lbs?
5. Does the tool vibrate excessively?
6. Does the tool cause excessive kickback to the operator?
7. Does the tool become too hot or too cold?
Gloves
1. Do the gloves require the worker to use more force when performing job tasks?
2. Do the gloves provide inadequate protection?
3. Do the gloves present a hazard of catch points on the tool or in the workplace?
Administration
1. Is there little worker control over the work process?
2. Is the task highly repetitive and monotonous?
3. Does the job involve critical tasks with high accountability and little or no tolerance for
error?
4. Are work hours and breaks poorly organized?
*Adapted from The University of Utah Research Foundation; Checklist for General Ergonomic
Risk Analysis; available from ERGOWEB.

Module 3 Quiz
submitted.
1. The purpose of the walk-through observational survey is to...
a. Interviews workers and supervisors
b. Detect obvious risk factors
c. Use checklists for scoring job features
d. All of the above
2. According to the information above, the quality of the checklist data collected is generally
better when:
a. Interviews cover supervisors as well as workers.
b. Persons are familiar with the job, task, or process.
c. Employees providing data do not feel intimidated.
d. Any of the above
3. The checklist procedure provides a formal and orderly procedure for screening jobs.
a. True
b. False
4. Force requirements may increase with ___________.
a. the speeding up of movements
b. pinch grip
c. vibration
d. all of the above

5. To determine whether they have a negative effect on the musculoskeletal system, research
is currently being conducted on all of the following areas, except?
a. performance monitoring
b. incentive pay systems
c. group dynamics
d. production demands

Module 4: Ergonomics Job Hazard
Introduction
Efforts to identify jobs or tasks having known risk factors for
musculoskeletal problems can provide the groundwork for changes
aimed at risk reduction. Even without clear medical evidence,
screening jobs for musculoskeletal risk factors can offer a basis for
early interventions.
An effective identification method is the Ergonomics Job Hazard
Analysis which:
• breaks a job into its various elements or actions,
• describes them,
• measures and quantifies the ergonomics risk factors inherent in the elements,
• identifies conditions contributing to the risk factors, and
• determines corrective measures.
Job analysis is usually done by persons with considerable experience and training in these
areas. While most job analysis has common approaches, such as a focus on the same set of risk
factors described above, no "standard" protocol exists for conducting a job analysis to assess
ergonomic hazards.
Most job analyses have several common steps:
• A complete description of the job obtained.
• Employees are often interviewed in order to determine if the way the job is done
changes over time.
• During the job analysis, the job is divided into a number of discrete tasks.
• Each task is then studied to determine the specific risk factors that occur during the
task.
• Sometimes each risk factor is evaluated in terms of its magnitude, the number of times
it occurs during the task, and how long the risk factor lasts each time it occurs.

The tasks of most jobs can be described in terms of:
• The tools, equipment, machinery and materials used to perform the job. Their design
can have enormous impact on the risk of injury.
• The workstation layout and physical environment. This establishes parameters and
constraints on our posture, movement, etc.
• The task demands and organizational climate in which the work is performed. Works
schedules, production quotas, psychosocial support can create fatigue, anxiety, and low
morale that may increase the probability of injury or illness.
More procedures for collecting information on these components can include the following:
• Observing the workers performing the tasks in order to furnish time-activity analysis and
job or task cycle data; videotaping the workers is typically done for this purpose
• Still photos of work postures, workstation layouts, tools, etc., to illustrate the job
• Workstation measurements (e.g., work surface heights, reach distances)
• Measuring tool handle sizes, weighing tools and parts, and measuring tool vibration and
part dimensions
• Determining characteristics of work surfaces such as slip resistance, hardness, and
surface edges
• Measuring exposures to heat, cold, and whole body vibration
• Biomechanical calculations (e.g., muscle force required to accomplish a task or the
pressure put on a spinal disc based on the weight of a load lifted, pulled, or pushed)
• Physiological measures (e.g., oxygen consumption, heart rate)
• Special questionnaires, interviews, and subjective rating procedures to determine the
amount of perceived exertion and the psychological factors influencing work
performance
Setting Priorities
Jobs associated with cases of musculoskeletal problems deserve the
highest consideration in follow-up efforts to identify ergonomic risk
factors and implement control actions. Jobs in which current cases have
been identified should receive immediate attention, followed by those
in which past records have noted a high incidence or severity of MSDs

despite the lack of current cases.
Priority for job analysis and intervention should be given to those jobs:
• In which most people are affected or in which work method changes are going to be
taking place anyway.
• Associated with employee reports of fatigue and discomfort.
• Where screening efforts suggest the presence of significant risk factors for
musculoskeletal disorders.
Ratings of high or extreme levels of risk factors, especially occurring in combination, may
indicate a need for control actions. While appearing last in the priority order, taking steps to
reduce apparent risk factors for musculoskeletal disorders is an important proactive approach.
There you have it! I hope you understand better how to conduct an ergonomics job hazard
analysis and prioritize corrective actions. We'll find out, because now it's time for the review
quiz, so let's go.

Module 4 Quiz
submitted.
1. The ergonomics job hazard analysis does all of the following, except?
a. Identifies conditions contributing to risk factors
b. Measures and quantifies ergonomic risk factors
c. Breaks down task into individual steps
d. Excludes employee involvement in the analysis
2. Ergonomics job hazard analyses are usually done by those who have considerable
experience.
a. True
b. False
3. Which of the following is not described in the text as an effective procedure for collecting
information on the ergonomic components of a job?
a. Still photos of work postures, workstation layouts, tools.
b. Measuring tool handle sizes, weighing tools and parts.
c. Conducting incident/accident investigations following a report of an MSD.
d. Determining characteristics of work surfaces.
4. Fill in the blanks: Jobs in which _____________ cases have been identified should receive
____________ attention, followed by those in which past records have noted a high incidence
or __________ of MSDs despite the lack of current cases.
a. past, some, number
b. current, immediate, severity
c. all, primary, type
d. any, eventual, probability

5. No "standard" protocol exists for conducting a job analysis to assess ergonomic hazards.
a. True
b. False

Module 5: Controlling Risk Factors
Rid the job of risk factors
Analyzing jobs to identify factors associated with risks for MSDs lays the groundwork for
developing ways to reduce or eliminate ergonomic risk factors for MSDs.
The Hierarchy of Hazard Control Strategies
Controlling exposures to occupational hazards is the fundamental method of protecting
workers. Traditionally, a hierarchy of controls has been used as a means of determining how to
implement feasible and effective controls. ANSI Z10-2005, Occupational Health and Safety
Management Systems, encourages employer employ the following
hierarchy of hazard control strategies:
1. Elimination
2. Substitution
3. Engineering controls
4. Administrative controls
5. Personal protective equipment
The idea behind this hierarchy is that the control methods at the
top of the list are potentially more effective and protective than
those at the bottom. Following the hierarchy normally leads to
the implementation of inherently safer systems, ones where the risk of illness or injury has
been substantially reduced. Let's take a closer look at the hierarchy of control strategies.
Controlling MSDs through elimination and substitution
Elimination and substitution, while most effective at reducing hazards, also tend to be the most
difficult to implement in an existing process. If the process is still at the design or development
stage, elimination and substitution of hazards may be inexpensive and simple to implement. For
an existing process, major changes in equipment and procedures may be required to eliminate
or substitute for an ergonomics hazard. Some obvious examples of elimination include
eliminating the need to carry heavy containers by replacing them with smaller containers. You
can substitute that old office chair with a new ergonomically designed chair.

These strategies are considered first because they have the potential of completely eliminate
the hazard, thus greatly reducing the probability of an accident. Redesigning or replacing
equipment or machinery may be expensive, but remember that, according to the National
Safety Council, the average direct and indirect cost of a lost work time injury more than $38,000
and most injuries in the workplace are ergonomics-related.
Controlling MSDs through engineering controls
The preferred approach to prevent and control MSDs is to design the job including:
• the workstation layout
• selection and use of tools
• work methods to take account of the capabilities and limitations of the work force
A good match, meaning the job demands pose no undue stress and strain to the person doing
the job, helps ensure a safe work situation.
Engineering controls are preferred because they may completely eliminate the hazard. No
hazard: No injury! They also do not rely on human behavior nor do they require continual
oversight to work. Finally, engineering controls may save the company far more than the initial
investment. Engineering control strategies to reduce ergonomic risk factors include the
following:
• Changing the way materials, parts, and products can be transported. For example, using
mechanical assist devices to relieve heavy load lifting and carrying tasks or using handles
or slotted hand holes in packages requiring manual handling.
• Changing the process or product to reduce worker exposures to risk factors. Examples
include maintaining the fit of plastic molds to reduce the need for manual removal of
flashing or using easy-connect electrical terminals to reduce manual forces Modifying
containers and parts presentation, such as height-adjustable material bins.
• Changing workstation layout. Examples might include using height-adjustable
workbenches or locating tools and materials within short reaching distances.
• Changing the way parts, tools, machinery and materials are to be manipulated.
Examples include using fixtures (clamps, vise-grips, etc.) to hold work pieces to relieve
the need for awkward hand and arm positions or suspending tools to reduce weight and
allow easier access.

• Changing tool designs. For example, pistol handle grips can be used for knives to reduce
wrist bending postures required by straight-handle knives or squeeze-grip-actuated
screwdrivers to replace finger-trigger-actuated screwdrivers.
• Changes in materials and fasteners. For example, lighter-weight packaging materials to
reduce lifting loads.
• Changing assembly access and sequence. For example, removing physical and visual
obstructions when assembling components to reduce awkward postures or static
exertions.
Controlling MSDs through work-practice and administrative controls
Work practice and administrative controls are closely related attempts to change behaviors.
They are management-dictated work practices and policies to reduce or prevent exposures to
ergonomic risk factors. Work practice and administrative control strategies include:
• Changes in job rules and procedures such as scheduling more rest breaks
• Rotating workers through jobs that are physically tiring
• Training workers to recognize ergonomic risk factors and to learn techniques for
reducing the stress and strain while performing their work tasks
Although engineering controls are preferred, work practice and administrative controls can be
helpful when engineering controls are not technically feasible. However, since work practice
and administrative controls focus on eliminating or reducing exposure (not the hazard itself),
they require diligent management, training, supervision, and enforcement to be effective. They
work only as long as people behave! Common examples of administrative control strategies for
reducing the risk of MSDs are as follows:
• Reducing shift length or curtailing the amount of overtime
• Rotating workers through several jobs with different physical
demands to reduce the stress on limbs and body regions
• Scheduling more breaks to allow for rest and recovery
• Broadening or varying the job content to offset certain risk
factors (e.g., repetitive motions, static and awkward postures)

• Adjusting the work pace to relieve repetitive motion risks and give the worker more
control of the work process
• Training in the recognition of risk factors for MSDs and instruction in work practices that
can ease the task demands or burden
Personal protective equipment
One of the most controversial questions in the prevention of MSDs is whether the use of
personal equipment worn or used by the employee (such as wrist supports, back belts, or
vibration attenuation gloves) is effective. Some consider these devices to be personal
protective equipment (PPE).
In the field of occupational safety and health, PPE generally provides a barrier between the
worker and the hazard source. Respirators, ear plugs, safety goggles, chemical aprons, safety
shoes, and hard hats are all examples of PPE. Whether braces, wrist splints, back belts, and
similar devices can be regarded as offering personal protection against ergonomic hazards
remains open to question.
Although these devices may, in some situations, reduce the duration, frequency, or intensity of
exposure, evidence of their effectiveness in injury reduction is inconclusive. In some instances
they may decrease one exposure but increase another because the worker has to "fight" the
device to perform his or her work. An example is the use of wrist splints while engaged in work
that requires wrist bending.
On the basis of a review of the scientific literature completed in 1994, NIOSH concluded that
insufficient evidence existed to prove the effectiveness of back belts in preventing back injuries
related to manual handling job tasks [NIOSH 1994]. A recent epidemiological study credits
mandatory use of back belts in a chain of large retail hardware stores in substantially reducing
the rate of low back injuries [Kraus 1996]. Although NIOSH believes this study provides
evidence that back belts may be effective in some settings for preventing back injuries, NIOSH
still believes that evidence for the effectiveness of back belts is inconclusive. More on back belts.
Less controversial types of personal equipment are vibration attenuation gloves [NIOSH 1989]
and knee pads for carpet layers [Bhattacharya et al. 1985]. But even here, there can be
concerns. For example, do the design and fit of the gloves make it harder to grip tools?

There you have it! Almost everything you need to know about ergonomic control strategies,
right? Well, not quite, but you do have a good introduction to them. Remember, ergonomics
control strategies may not be immediately obvious. If you can't figure out an effective solution,
don't forget to take advantage of an outside expert. Participating in the consultation process
with an ergonomist is a real win-win for your company and an excellent education for you.

Module 5 Quiz
submitted.
1. All of the following are ergonomics control strategies, except?
a. Administrative Controls
b. Education Controls
c. Engineering Controls
d. Personal Protective Equipment
2. According to the text, which of the ergonomics control strategies is the most controversial?
a. Engineering Controls
c. Administrative Controls
3. Which of the following is not an advantage of employing engineering controls?
a. They require continual oversight and management.
b. They do not depend on correct human behavior to work.
c. They can save the company far more than their initial cost.
d. They can eliminate the hazard.
4. Changing the tools, equipment, machinery, and materials used by an employee is an
example of which control strategy?
a. Engineering Controls
c. Administrative Controls

5. Which of the following is not a characteristic of work practice and/or administrative
controls?
a. They require diligent management.
b. They work only as long as people behave.
c. The initial cost is usually higher than that for engineering controls.
d. They do not eliminate the hazard, only reduce exposure.

Module 6: Implementing Controls
Implementing effective control strategies
Ideas for effective ergonomic control measures can be derived from a variety of sources:
• Employees/work teams who perform the jobs requiring control strategies
• OSHA agencies in some state have professional ergonomists that can evaluate and offer
ideas for improving your ergonomics protection program
• Trade associations may have information about good control practices for addressing
different problem operations within an industry
• Insurance companies that offer loss control services to their policyholders
• Private consultants and vendors who deal in ergonomic specialty services and products
• Visits to worksites and networking with other safety professionals known to have dealt
with similar problem operations
The process of implementing controls normally consists of:
• trials or tests of the selected solutions
• making modifications or revisions
• full-scale implementation
• follow up on evaluating control effectiveness
Testing and evaluation
Testing and evaluation verify that the proposed solution actually works and identifies any
additional enhancements or modifications that may be needed. Employees who perform the
job can provide valuable input into the testing and evaluation process. Worker acceptance of
the changes put into place is important to the success of the intervention.
Making modifications or revisions
After the initial testing period, the proposed solution may need to be modified. If so, further
testing should be conducted to ensure the correct changes have been made, followed by full-
scale implementation. Designating the personnel responsible, creating a timetable, and
considering the logistics necessary for implementation are elements of the planning needed to
ensure the timely implementation of controls.

Full-scale implementation
A good idea in general is that ergonomic control efforts start small, targeting those problem
conditions that are clearly identified through safety and health data and job analysis
information. Moreover, the control actions can be directed to those conditions that appear
easy to fix. Early successes can build the confidence and experience needed in later attempts to
resolve more complex problems.
Since full-scale implementation represents change in the workplace, it's important to
communicate the importance of the change to all affected employees. Education and training
are important components that should not be overlooked.
Follow-up evaluation
A follow-up evaluation is necessary to ensure that the controls reduced or eliminated the
ergonomic risk factors and that new risk factors were not introduced. This follow-up evaluation
should use the same risk factor checklist or other method of job analysis that first documented
the presence of ergonomic risk factors. If the hazards are not substantially reduced or
eliminated, the problem-solving process is not finished.
The follow-up may also include a symptom survey, which can be completed in conjunction with
the risk-factor checklist or other job analysis method. The results of the follow-up symptom
survey can then be compared with the results of the initial symptom survey (if one was
performed) to determine the effectiveness of the implemented solutions in reducing
symptoms.
Because some changes in work methods (and the use of different muscle groups) may actually
make employees feel sore or tired for a few days, follow-up should occur no sooner than 1 to 2
weeks after implementation. A month is preferable. Recognizing this fact may help avoid
discarding an otherwise good solution. If the follow-up evaluation uncovers new and
unexpected risk factors in the task, it may be the result of introducing too many variables into
the new procedure.
Long-term indicators of the effectiveness of an ergonomics program can include:
• Reduction in the incidence rate of musculoskeletal disorders
• Reduction in the severity rate of musculoskeletal disorders
• Increase in productivity or the quality of products and services

• Reduction in job turnover or absenteeism
The above-mentioned indicators offer bottom-line results in evaluating interventions that have
been put into place. Other indicators may also be used that represent in-process or interim
accomplishments achieved on the path to building an ergonomic program. For example,
indictors could include the extent of the ergonomic training given the workforce, the number of
jobs analyzed for potential problems, and the number of workplace solutions being
implemented.

Module 6 Quiz
submitted.
1. Which of the following is a valuable source of help in evaluating your ergonomics program?
a. OSHA
b. Private consultants
c. Safety Suppliers
d. All of the above
2. Testing and evaluation verify that the proposed solution actually works and identifies any
additional enhancements or modifications that may be needed.
a. True
b. False
3. A good idea is that ergonomic control efforts start small, targeting those problem
conditions that are clearly identified.
a. True
b. False
4. The process of implementing controls normally consists of all the following, except:
a. Trials or tests of the selected solutions
b. Making modifications or revisions
c. Subjective change strategies
d. Full-scale implementation
5. It is preferable to allow a _______ between implementation of a change and the follow-up
evaluation.
a. day
b. week
c. month
d. year

Module 7: Medical Management
Introduction
Company health care management strategies, policies, and health
care providers are an important part of the overall ergonomics
program.
In general, medical management emphasizes the prevention of
impairment and disability through early detection, prompt
treatment, and timely recovery. Medical management
responsibilities fall on employers, employees, and health care
providers.
Employer responsibilities
The employer can create an environment that encourages early evaluation by a health care
provider by:
• Providing education and training to employees regarding the recognition of the
symptoms and signs of MSDs and the employers procedures for reporting MSDs
• Encouraging employees to report symptoms early so prompt evaluation by an
appropriate health care provider can be provided
• Giving health care providers the opportunity to become familiar with jobs and job tasks
• Modifying jobs or accommodating employees who have functional limitations secondary
to MSDs as determined by a health care provider
• Ensuring, to the extent permitted by law, employee privacy and confidentiality
regarding medical conditions identified during an assessment

Employee responsibilities
Employees should participate in the health care management process by:
• following applicable workplace safety and health rules,
• following work practice procedures related to their jobs, and
• reporting early signs and symptoms of MSDs.
Employees may be faced with conflicting job demands or
requirements. Safe work practices or rules may conflict
with pressures or incentives to be more productive.
Healthcare Provider Responsibilities
The healthcare provider can support the employer's
ergonomics program by:
• Acquiring experience and training in the evaluation and treatment of MSDs
• Seeking information and review materials regarding employee job activities
• Ensuring employee privacy and confidentiality to the fullest extent permitted by law
• Evaluating symptomatic employees including:
o Medical histories with a complete description of symptoms
o Descriptions of work activities as reported by the employees
o Physical examinations appropriate to the presenting symptoms and histories
o Initial assessments or diagnoses
o Opinions as to whether occupational risk factors caused, contributed to, or
exacerbated the conditions
o Examinations to follow up symptomatic employees and document symptom
improvements or resolutions

Job Familiarity and Job Placement Evaluations
Health care providers who evaluate employees, determine their
functional capabilities, and prepare opinions regarding work
relatedness should be familiar with employee jobs and job tasks. With
specific knowledge of the physical demands involved in various jobs
and the physical capabilities or limitations of employees, the health
care provider can match the employee's capabilities with appropriate
jobs. Being familiar with employee jobs not only assists the healthcare
provider in making informed case management decisions but also assists with the identification
of ergonomic hazards and alternative job tasks.
One of the best ways for a healthcare provider to become
familiar with jobs and job tasks is by periodic plant walk-
arounds. Once familiar with plant operations and job tasks, the
health care provider should periodically revisit the facility to
remain knowledgeable about changing working conditions.
Other approaches that may help the healthcare provider to
become familiar with jobs and job tasks include reviewing job
analysis reports, detailed job descriptions, job safety analyses,
and photographs or videotapes that are accompanied by
narrative or written descriptions of the jobs.
Early Reporting and Access to Healthcare Providers
Employees reporting symptoms or signs of potential MSDs should have the opportunity for
prompt evaluation by a healthcare provider. In general, the earlier symptoms are identified and
treatment is initiated, the less likely a more serious disorder will develop.
Employers should not establish policies that discourage employees from reporting symptoms.
For example, programs that link a manager's earnings to the number of employees reporting
symptoms may discourage supervisors from allowing symptomatic employees to be evaluated
by the health care provider.
It's extremely important an ergonomics reporting not be created in such a way which
employees fear discipline or discrimination on the basis of such reporting.

Treatment
• Healthcare providers are responsible for determining the physical capabilities and work
restrictions of the affected workers.
• The employer is responsible for giving an employee a task consistent with these
restrictions.
• Until effective controls are installed, employee exposure to ergonomic stressors can be
reduced through restricted duty and/or temporary job transfer.
• Complete removal from the work environment should be avoided unless the employer
is unable to accommodate the prescribed work restrictions.
• Immobilization devices, such as splints or supports, can provide relief to the
symptomatic area in some cases. These devices are especially effective off-the-job,
particularly during sleep. They should not be used as prophylactic PPE to prevent the
development of MSDs. Therefore, these devices should be dispensed to individuals with
MSDs only by healthcare providers who have knowledge of the benefits and possible
negatives of these devices.
Well, there it is: medical management in a nutshell. Coordinate with your healthcare provider
to develop this component of the ergonomics program. When administered effectively, medical
management can result in lowering costs and it sends a very positive message to employees - a
message that says "we care!”

Module 7 Quiz
submitted.
1. Which of the following is not one of the general medical management strategies to prevent
impairment and disability?
a. Early return to work program
b. Prompt treatment
c. Early detection
d. Timely recovery
2. Which of the following should be included in ergonomics program training?
a. Symptoms of MSDs
b. Signs of MSDs
c. Procedures for reporting MSDs
d. All of the above
3. According to the text, which of the following is not listed as a way employees should
participate in the health care management process?
a. Following safety and health rules
b. Following procedures
c. Suggesting treatment methods
d. Reporting signs and symptoms
4. One of the best ways for a health care provider to become familiar with jobs and job tasks
is by periodic plant _______________.
a. drug testing
b. walk-throughs
c. incentive programs
d. training

5. The employer is responsible for giving an employee a task consistent with health care
provider restrictions.
a. True
b. False

Module 8: Education and Training
Identifying and solving workplace MSD problems require some level of ergonomic knowledge
and skills. Recognizing and filling different training needs is an important step in building an
effective program.
For ergonomics, the overall goal of training is to enable managers,
supervisors, and employees to identify aspects of job tasks that
may increase a worker's risk of developing MSDs, recognize the
signs and symptoms of the disorders, and participate in the
development of strategies to control or prevent them.
The educational component of ergonomics training ensures
employees are well informed about ergonomic hazards so they can actively participate in
identifying and controlling exposures. To be "well informed," includes knowing why using
ergonomically safe procedures are important.
Employers may opt to have outside experts conduct ergonomics education and training. If so,
the outside instructors should first become familiar with company operations as well as
relevant policies and practices before starting to present the training. Tailoring the instruction
to address specific concerns and interests of the worker groups can enhance learning.
Ergonomics awareness training
The objectives for ergonomics awareness training are as follows:
• Recognize workplace risk factors for musculoskeletal disorders and understand general
methods for controlling them.
• Identify the signs and symptoms of musculoskeletal disorders that may result from
exposure to such risk factors and be familiar with the company's health care
procedures.
• Know the process the employer is using to address and control risk factors, the
employee's role in the process, and ways employees can actively participate.
• Know the procedures for reporting risk factors and musculoskeletal disorders, including
the names of designated persons who should receive the reports.

Training in job analyses and control measures
The objectives for training in job analyses and control measures are as follows:
• Demonstrate the way to do a job analysis for identifying risk factors for musculoskeletal
disorders
• Select ways to implement and evaluate control measures
Training in problem solving
The objectives for training in problem solving are as follows:
• Identify the departments, areas, and jobs with risk factors through a review of company
reports, records, walk-through observations, and special surveys.
• Identify tools and techniques that can be used to conduct job analyses and serve as a
basis for recommendations.
• Develop skills in team building, consensus development, and problem solving.
• Recommend ways to control ergonomic hazards based on job analyses and pooling
ideas from employees, management, and other affected and interested parties.
Special considerations and precautions
Training objectives are not intended to have workers, supervisors, or managers diagnose or
treat MSDs. Rather, the purpose is to instill an understanding of what type of health problems
may be work related and when to refer employees for medical evaluation. The training should
include what is known about work and non-work causes of
musculoskeletal disorders and the current limitations of scientific
knowledge.
Training should be understandable to the target audience. Training
materials used should consider the participants educational levels,
literacy abilities, and language skills. This may mean, for example,
providing materials, instruction, or assistance in Spanish rather than
English.
Open and frank interactions between trainers and trainees, especially those in affected jobs,
are especially important. Employees know their own jobs better than anyone else and often are
the source of good ideas for ways to improve them. At a minimum, employees must be given

an opportunity to discuss ergonomic problems in their jobs as they see them and engage in
relevant problem-solving exercises during the training.
Model Training Strategy
Step 1:
Introduction- The instructor tells the trainee about the training. At this time, the instructor
emphasizes the importance of the procedure to the success of the production/service goals,
invites questions, and emphasizes accountability.
Step 2:
Instructor show and tell- The instructor demonstrates the process. The instructor first explains
and demonstrates safe work procedures associated with the task. In this step the trainee
becomes familiar with each work practice and why it is important.
Step 3:
Instructor show and ask- The trainee tells the instructor how to do the procedure while the
instructor does it. This step is actually optional, but it's important to include this step if injury is
possible. There is an opportunity for the instructor to discover whether there were any
misunderstandings, but protects the trainee because the instructor still performs the
procedure.
Step 4:
Trainee tell and show- Now it's the trainee's turn. The Instructor has the trainee accomplish the
procedure. The trainee carries out the procedure but remains protected because the he or she
explains the process before actually performing the procedure.
Step 5:
Conclusion- The instructor recognizes accomplishment, reemphasizes the importance of the
procedure, and how it fits into the overall process. The instructor also reviews the natural
consequences (the injury/illness) and system consequences (reward/discipline) related to
performance.

Step 6:
Document- The trainee certifies (1) training accomplished, (2) questions were answered, (3)
opportunities provided to do procedure, (4) accountabilities understood, and (5) intent to
comply. The instructor certifies that the trainee has (6) demonstrated adequate knowledge and
skill to complete the procedure.
If it isn't in writing...it didn't happen
OSHA requires that training be documented and, in some cases, certified. You can tell a
compliance officer training occurred until your ears turn blue, but if it isn't documented, you
may be hard pressed to adequately demonstrate that it actually occurred. So, as a last word, be
sure you document that safety training took place. In your documentation both worker and
trainer should certify at least:
• Worker name, date, subject
• The worker demonstrated safe procedures to standard
• All questions were answered to worker's satisfaction
• Worker will comply with safe procedures as a condition of employment.
Take a look at this sample training certification.

Module 8 Quiz
submitted.
1. The overall goal of ergonomics training is to enable managers, supervisors, and employees
to do all of the following, except?
a. Ensure compliance with safety and health rules
b. Identify job tasks that may increase risk of MSDs
c. Recognize signs and symptoms of MSDs
d. Develop control and prevention strategies
2. According to the text, employers should provide training to employees regarding ______
and ______ of MSDs.
a. signs and symptoms, reporting
b. self-treating, reporting
c. reporting, rewarding
d. identification, self-treating
3. Identifying the departments, areas, and jobs with ergonomic risk factors requiring training
can be done through?
a. A review of reports
b. A review of records
c. Walk-through observations
d. All of the above
4. Training objectives are intended to have supervisors and managers diagnose and/or treat
MSDs.
a. True
b. False

5. According to the text, open and frank interactions between trainers and trainees,
especially those in affected jobs, are especially important because _______________.
(Complete the sentence)
a. employees are accountable for their behaviors and need to understand that
policy.
b. employees know their own jobs and often are the source of good ideas.
c. employees generally lack common sense.
d. employees need to know the costs of ergonomic interventions.

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