Improving Ergonomics to Help Achieve a Six … Ergonomics to Help Achieve a Six Sigma ... Incident COST ICEBERG. ... management to review and

AIHce Annual Conference

© 2006 Humantech, Inc

Improving Ergonomics to HelpAchieve a Six SigmaLevel of Performance

May 16, 2005

Tony Silva, CPEManaging Consultant, Ergonomics Engineer, Black Belt



Agenda

Why ergonomics?Ergonomics and the DMAIC methodologyCase study (if time permits)Questions



Six Sigma ObjectivesRemove variability from process inputs to yield defect-free outputs. If people are involved in your process, the specific tasks they perform are considered inputs. Poor site lines, awkward postures, excessive exposure to force, repetition, and vibration, all contribute to input variability.



Six Sigma and Ergonomics

Ergonomics applies information about human capabilities to minimize variability.



Ergonomics in the DMAIC Process



Steps in the DEFINE Phase

1. Select a job to review2. Identify the scope of the

problem3. Establish measures of

success and targets4. Establish a project charter

Define



Step 1: Select a job to review

Examine past injury data » Trend charts» Pareto charts» Prioritization spreadsheets

Complete surveys to get opinions of most difficult areas, bottlenecks, or unreliable areasUse the Ergonomics Hit List™

Define



Step 1: Select a job / site to reviewTrend Charts» Change over time (statistically significant change)

Define

WMSD Lost Workdays

0

2

4

6

8

10

12

Janu

aryFeb

ruary

March

April

May

June July

Augus

tSep

tembe

rOcto

ber

Novem

ber

Decem

ber



Step 1: Select a job to reviewPareto Charts

Define

-

2

4

6

8

10

12

14

16

Occ

uren

ces

0%

20%

40%

60%

80%

100%

120%

Cum

ulat

ive

Perc

ent

Number of WMSDs 14 6 5 4 3 2 2 1 1 2

Cum % 35% 50% 63% 73% 80% 85% 90% 93% 95% 100%

% of Total 35% 15% 13% 10% 8% 5% 5% 3% 3% 5%

All Other Helium Test Lacing Coil Line Load

Assembly Heater Install

Blower Install

Rod Expander

Metal Fabricator

All other

WMSDs

Pareto Chart

2000-2003Time Period:



Step 2: Identify the scope of the problem

Costs associated with:» Injury/illness (Workers

Comp)» Production bottlenecks

(overtime)» Quality issues (warranty

costs or labor from rework)» Operator morale (staff

turnover and absenteeism)



Step 2: Identify the scope of the problem

$5 TO $50LEDGER COSTS

$1 TO $3MISCELLANEOUS

COSTS

$5 TO $50LEDGER COSTS

$1 TO $3MISCELLANEOUS

COSTS

$1$1$1 • Building damage• Tool and equipment damage• Product and material damage• Production delays and

interruptions• Legal expenses• Expenditure of emergency

supplies• Interim equipment rentals

© 2003 SALCON, Inc. All Rights Reserved

• Investigation time• Wages paid for time lost• Cost of hiring and/or training

replacements• Overtime• Extra supervisory time• Clerical time• Decreased output of injured

worker upon return• Loss of business and goodwill

INJURY & ILLNESS COSTS• Medical• Compensation Costs (Insured Costs)

Incident COST ICEBERG



Step 3: Establish measures of success and targets

Short term» Reduced ergonomic risk» Reduced operator discomfort» Reduced cycle time» Reduced rework

Long term» Reduced injury/illness rates» Reduced injury/illness costs



Step 3: Establish measures of success and targets

None above 2BRIEF scoresNo job/tasks with high ergonomic risk

None above 9BEST scoresNo job/tasks with high ergonomic risk

0Defective units shippedDefect rate minimized

8,000Square feetFloor space as compact as possible

7.8Minutes per unitDirect labor minimized

None above 1NIOSH scoresNo job/tasks with high ergonomic risk

123 secondsTakt timeProduction rate is 528 units per day



Step 4: Establish a project charter

Formal statement of the project scope, anticipated outcomes, and scheduleProvides a vehicle for management to review and endorse the projectAddresses the expected value of the project (dollar impact of the problem and estimated potential impact for reducing or eliminating the problem)

Define



Steps in the MEASURE Phase

1. Obtain information about the job

2. Collect task information3. Determine risk scores



Step 1: Obtain Information About the Job

Job nameProduction standards Production mix Rotation scheduleTotal exposure timeMain tasks associated with the job



Step 2: Collect Task Information

Videotape of the current processPhotos of the current processOperator interview (employee survey)Medical data Current workstation dimensions

Measure



Step 2: Collect Task Information Measure



Step 3: Determine Risk Scores

Humantech has two tools to determine ergonomic risk scores for an entire job or operation:

1. The BRIEF™ survey2. The BEST™ assessment

» Hazard exposure tool

Measure



BRIEF Survey



Scoring the BRIEF Low, Medium, or High



Steps in the ANALYZE Phase

1. Identify root causes2. Brainstorm and prioritize

improvements3. Obtain financial approval



Step 1: Identify root causesCause and Effect Diagram (Fishbone Diagram)

Effect(Y)

Machines Materials Methods

Mother Nature / Environment

Measurements Manpower / People

Cause

Cause

Cause

Cause

Cause

Cause

Cause

Cause CauseCause

Cause



Categories in a C&E Diagram

Manpower (People)

Provide UpgradeMother Nature ( Environment)

Deliver ProductMeasurementsPlant/Technology

Sell ProductMaterialsPeople

Market ProductMethodsProcedures

Determine CustomersMachinesPolicies

Process Steps (for example)

Manufacturing Industries (The 6 M's)

Service Industries (The 4 P's)



Ergonomic CategoriesFor ergonomics-related projects, recommend the following category modifications to the 6 M's:» Machines – workstation layout and design» Methods – tools, behaviors» Materials – manual material handling and applied

forces» Measurements» Mother Nature (Environment) – lighting, vibration,

temperature» Manpower (People)



Step 1: Identify Root Causes

Additional tools for root cause IdentificationNIOSH Lifting Equation for lifting and lowering tasksSNOOK tables for push, pull, and carry tasksDesign & Build Guidelines for workstation and tool dimensions, as well as certain force exertionsEmployee Survey for understanding root causes



Step 2: Brainstorm and prioritize improvements

Brainstorm potential improvements» Draw on the operators,

supervisors, maintenance, engineers, and health and safety staff.

» Focus on controls that address the root causes



Failure Modes and Effects Analysis

Failure Mode Effects AnalysisInstructions: 1) Complete header with process information, date, and revision level. 2) List potential failure modes. 3) Enter values for Severity (A), Occurrence (B), and Detection (C). 4) Priortize Improvement actions based on RPN. 5) Revise values for Severity (A), Occurrence (B), and Detection (C) based on improvement actions. 6) Evaluate new RPN for acceptability. Note: Seat belt process information shown for example purposes only.

A) SEVERITY B) OCCURRENCE Probability

C) DETECTION Probability

RISK PRIORITY NUMBER ACTION TO IMPROVE

Rate 1-10 Rate 1-10 Rate 1-10 RPN 10=Most Severe

10=Highest Probability

10=Lowest Probability AxBxC A B C RPN

1) Select Wrong Seat Belt Color 5 4 3 60 02) Seat Belt Not Fully Tightened 9 2 8 144 03) Trim Cover Clip Misaligned 2 3 4 24 0

FAILURE MODE

Process Name: Left Front Seat Belt Install FMEA

Process Number: SBT 445 Date: 1/1/2001 Revision Level: 1.3

REVISED VALUES



Step 3: Obtain financial approval

Using the data collected in the Define and Measure phases, estimates can be derived for the impact on the following performance measures:» Injury/illness data and the associated

costs» Production bottlenecks and

associated costs» Quality issues and associated costs» Operator morale and associated

costsLinear Regression may be used to predict based on past results

Analyze



Motion Waste



Motion Waste



Steps in the IMPROVE Phase

1. Develop an action plan2. Implement improvements3. Confirm effectiveness of

the improvements

Improve



Step 1: Develop an action planAn action plan combines an implementation schedule with task responsibilities

Improve



Step 2: Implement improvements

The goal of this step is to ensure that root causes are adequately addressed while avoiding the introduction of additional ergonomics / safety hazards or barriers to production.

Improve



Step 3: Confirm effectivenessThe tools used in the Analyze phase to identify root causes should be used again to compare the performance of the improved process to the initial assessment. In addition, the tools used in the Measure phase to determine risk scores should be used again to compare the performance of the improved process to the baseline risk.

Improve



Steps in the CONTROL Phase

1. Ensure use2. Monitor performance3. Standardize

improvements

Control



Step 1: Ensure use

Operator trainingSupervisory supportUpdated process documentation

Control



Step 2: Monitor performance

Ensure that improvements continue to be used over time and that the initial gains made are sustained

Control



Step 3: Standardize improvements

Fix Once – Repeat Many (FORM)Develop an action plan to identify similar jobs that may benefit from the improvements implementedCreate Design Templates

Control



Design Template



DMAIC Ergonomics Review – Case Study



Trash Compactor Operation



2010Subgroup 0

30

20

10

0

Indi

vidu

al V

alue

Aug-01Oct-00

TCIR (Recordables) January 2000 - November 2001

Month/Yr

Mean=14.08

UCL=28.52

LCL=0

DEFINE



DEFINE

Strain/Sprain

Foreign Body

Laceration

Contusion

Cumulative Trauma

BurnDermatitis

Respiratory conditio

Fracture

Hearing Loss

Others

26 15 12 10 10 4 4 3 2 2 428.3 16.3 13.0 10.9 10.9 4.3 4.3 3.3 2.2 2.2 4.3 28.3 44.6 57.6 68.5 79.3 83.7 88.0 91.3 93.5 95.7 100.0

0102030405060708090

0

20

40

60

80

100

DefectCount

PercentCum %

Per

cent

Cou

ntRecordable Injuries by Type

Focus on Strains



DEFINECo

unt

Assem3

Assem1

Assem2

Mach3

Mach2

Mach1

Compa

c tor

25

20

15

10

5

0

Asse

m3

Assem1

Assem2

Mach3

Mach2

Mach1

Compa

ctor

Injury = Cumulative Trauma Injury = Strain/Sprain Cell

Assem2Assem1Assem3

CompactorMach1Mach2Mach3

2nd Level Pareto - Strain Injuries by Cell

Focus on Compactor Operation!



DEFINE

$661.50$220.505July-Dec 2001

$76,830.24$25,610.0825Total

$52,246.11$17,415.378Jan-June 2001

$6,128.28$2,042.764July-Dec 2000

$17,794.35$5,931.458Jan-June 2000

Actual Cost*(Direct Cost x 3)

Direct Cost # InjuriesYear



MEASURE



MEASURE



-Method sheet-OJT

-Functioning compactor

-Broom-Empty cart

-Unobstructed chute

-Method sheet-Loaded compactor

-Functioning compactor

Inputs

Shut plexiglass door & twist up/down button to lift. Twist

and hold

Push trash into chute by pushing and pulling with

broom

Lower cart onto floor. Twist and hold ram button.

Process Steps

-Trash positioned level with compactor

-Loaded compactor

-Empty trash cart on floor-Activated ram

Outputs

Back, Shoulder, Elbow Strains!

MEASURE – determine what’s in scope



Job Name: Site: Station:

Date: 10/06/03 Dept: Shift: V-1 Product:

>10 lb >10 lb >10 lb >10 lb > 2 lb > 25 lb > 10 lb

1 1> 10 sec > 10 sec > 10 sec > 10 sec > 10 sec > 10 sec > 10 sec > 10 sec > 30 % of Day

1 1 1> 30/min. > 30/min. > 2/min. > 2/min. > 2/min. > 2/min. > 2/min. > 2/min. > 2/min.

1 1 1 1 1 1

Trash Compactor Plant 7 0

2

1

Pinch Grip or Finger Press >2 lb

Power Grip > 10 lb

1 1

0

G20 0

Rating High

3

Frequency

Score

1 1

Low

3 3 4 3 3

Medium

1. Put a "1" for each risk factor is observed

2. For each force or posture, mark duration and/or freguency

1

Duration

Medium

Posture

Force

1

High High High High High

2

1 1 1 1

1

MEASURE



Transferred BRIEF Scores

Left Right Left Right Left Right

3 3 3 4 3 3 2 2 0

Conversion Factors

5 5 5 10 5 5 3 3 0Total

Conversion Factors

41

Physical Stressors Vibration 0

Low temperatures 0Total Physical

Stressors 4Soft Tissue Compression 2

Impact Stress 0 =Glove Issues 2

Enter Hours on Task per Week 15

Job Hazard Priority

Back LegsHands and Wrists Elbows Shoulders Neck

High Job Hazard Score 36

Job Risk 45

Time Multiplier 0.8

+

x

=

MEASURE



Back and Shoulder Strains

Machine Person

Method Measurement

Environment

Materials

Cool Outside Temperature

Weight ofLoad / Scale Error

Not using PPE

Not FollowingMethod Sheet

Did not get OJT

Extended Reach

No job rotation

Multiple repetitions

Clogged Chute

Heavy Broom

Non-TrashItems in Cart

Did not do daily stretches

Ram not Functioning

Lift not Functioning

Controls Poorly Positioned

ANALYZE



Rating of Importance to Customer 10 6 4

1 2 3

Erg

onom

ic

Impa

ct

Eas

e of

Im

plem

enta

tion

Cos

t E

ffect

iven

ess

Total

Process Step Proposed Solutions to Reduce Strains

1 Load Compactor Reposition Cart on Lift for Closer Reach 9 3 9 1442 Load Compactor Reposition Controls 9 3 3 1203 Load Compactor Chute Redesign 3 9 9 1204 Load Compactor Rotate 2 x Per Shift 3 9 9 1205 Load Compactor Conduct Equipment P.M. every 3 Months 3 9 9 1206 Load Compactor Replace Broom With Shaker Table 9 1 3 1087 Load Compactor Replace Broom with Air Knife 9 1 1 1008 Load Compactor Replace Broom with Hook 1 9 9 100

Total 460

264

208

Cause and Effect Matrix for Trash Compactor Solutions

ANALYZE



Process Step/Input

Potential Failure Mode

Potential Failure Effects

SEV

Potential CausesOCC

Current ControlsDET

RPN

Removal of old lift &

demo of area

Can't remove lift & demo the

area

New lift does not get installed 10 Production does not

allow access 4Communication

between Facilities and Production and Maint.

3 120

Receive new lift from vendor.

Lift does not arrive in time from vendor.

Project end date gets pushed out. 6 Shipping problems 2 Verify ship date with

vendor. 3 36

6Production of the lift is delayed because

of schedule.3 Verify with vendor that

unit will be built. 3 54

Install new lift & house over

dumpster.

Lift does not fit in the area.

Project end date gets pushed out. 10

Wrong dimensions and or drawings of

area.3

Check with production, maint, general

contractor & vendor.5 150

Make sure lift operates as

specified

Lift does not operate as promised.

Customer cannot use the lift for the

process.10

Lift is built for different application

then what was specified.

2Case studies. Speak

with other users of this type of lift.

6 120

Make sure compactor & lift operate together

The installation was wrong.

Customer cannot use the lift and compactor to complete the

process.

10

Bad communication between Facilities

and General Contractor and

Production.

3Daily dialogue between Facilities and General

Contractor.3 90

IMPROVE



Actions Recommended Resp. Actions TakenSEV

OCC

DET

RPN

Hold planning meeting with Operations Management to Develop Demolition

plan and logisticsJoe G.

Demolition Planning meeting held 10/10/03 and documented

in meeting minutes.10 1 1 10

Negotiate Penalty clause in purchasing contract for late shipment. Paul P. Contract includes verbiage for

late shipment penalty. 6 1 3 18

Place order ahead of supplier's quoted lead time. Joe G. Purchase order released on

9/8/03 6 1 2 12

Drawing and equipment review with Operations, Maintenance, Contractor

and Vendor.Bill B. Lift dimensions have been

verified on 9-15-03. 10 1 2 20

Run test trials at vendor prior to shipment and operate the lift

mechanism before installation on site.

General Contractor and Joe G.

Test run lift before installation on 11/13/03 10 1 2 20

Draft requirements document and hold meeting to discuss details.

Gen.Con., Maint,

Production & Joe G.

Requirements meeting held 9/1/03 and specifications

established.10 1 2 20

IMPROVE



IMPROVE



Job Name: Site: Station:

Date: 11/26/03 Dept: Shift: V-1 Product:

>10 lb >10 lb >10 lb >10 lb > 2 lb > 25 lb > 10 lb

> 10 sec > 10 sec > 10 sec > 10 sec > 10 sec > 10 sec > 10 sec > 10 sec > 30 % of Day1

> 30/min. > 30/min. > 2/min. > 2/min. > 2/min. > 2/min. > 2/min. > 2/min. > 2/min.

Duration

Frequency

Score

Pinch Grip or Finger Press >2 lb

Power Grip > 10 lb

Posture

Force

1 1 1 1 1

2. For each force or posture, mark duration and/or freguency

1 1

Low

1 1

LowMedium Low Low

0

G20 0

Rating Low Low

0

LowLow

1. Put a "1" for each risk factor is observed

Trash Compactor Plant 7 0

2 1 1 1 1

IMPROVE



Transferred BRIEF Scores

Left Right Left Right Left Right

0 1 1 2 1 1 1 1 0

Conversion Factors

0 1 1 3 1 1 1 1 0Total

Conversion Factors

9

Physical Stressors Vibration 0

Low temperatures 0

Total Physical Stressors

1

Soft Tissue Compression 0Impact Stress 0 =Glove Issues 1

Enter Hours on Task per Week 15

Job Risk 10

Time Multiplier 0.8

Hands and Wrists Elbows Shoulders Neck

Job Hazard Priority

Back Legs

+

x

=Low Job Hazard

Score 8

IMPROVE



40302010Subgroup 0

30

20

10

0

Indi

vidu

al V

alue

Apr-03Jun-02Aug-01Oct-00

TCIR (Recordables) January 2000 - June 2003

Month/Yr

Mean=8.76

UCL=18.42

LCL=0

Baseline New

CONTROL



Questions?

Thank you for your time today.

May 16, 2005

Improving Ergonomics to Help Achieve a Six … Ergonomics to Help Achieve a Six Sigma ... Incident COST ICEBERG. ... management to review and

Documents