Engineering Ergonomic and Work Study

Assignment
Ergonomic Program for Plant Floor

Submitted To:
Dr. Syed Tasweer Hussain Shah
Submitted By:
Alizay Fatima
Haleema Malik
Roll Numbers:
317775
10769

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 The Ergonomic Approach:
An ergonomic approach can be adopted in virtually any kind of design or purchasing project.
Such an approach merely requires the systematic application of ergonomic principles. The
person providing the ergonomic input to the project, whom we will refer to as the ergonomist,
must work systematically and, wherever necessary, should call upon other specialists. We
present an appropriate general methodology for such an approach, which might be applicable to
the following types of projects:
 Selecting a commercially available product for purchase.
 Improving an existing product or system.
 Designing a new product or system.
 Adapting an individual workplace.
 Refurbishing a business or workplace, for instance, after automation.
 Designing a complete plant.
We will try to improve existing plant floor of the organization.
Project Management:
Involve users in the project:
An important characteristic of the ergonomic approach is the involvement of users and other
stakeholders in a project, in the earliest possible phase (“participatory ergonomics”). The goal of
this policy is:
 Avoidance of mistakes in design or purchase.
 Enlargement of acceptation.
 Development of more ideas.
 Faster identification of bottlenecks.
 Giving workers a say in their work and enlarging both autonomy and human well-being.
This procedure is especially important when many people are going to use the design or product,
if a wrong design has serious consequences, or when there is mistrust and rejection. The method
is less applicable when the project has to be finished fast, when management is not open to the
principle of participation, or when there are no significant advantages (for instance, a solution
without any human workers). For a participatory ergonomics approach, guidance of an

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ergonomist is desirable to bring in ergonomics knowledge, to promote stakeholders’ cooperation
and to achieve concrete results.
Using Conventional Methods for Project Management:

 Initiative: making a detailed survey of the project, formulating the questions and
planning the rest of the project.
 Problem identification: gathering the required data, this usually leads to a multitude of
alternative solutions.
 Selection of solutions: selecting from the alternatives and further developing the selected
option Implementation: implementing the selected option.
 Evaluation: evaluating the option and the project.

1. Initiative Phase:
A project starts with a given objective, but this is seldom formulated in such a way that
ergonomists can be involved immediately. Therefore we must attempt to describe the objective
clearly and in a detailed manner. This requires a series of discussions with all parties.
Defining who is involved in the project:
It is important to the success of a project to know exactly who is involved in a project and who
will have to deal with the result. The parties are:
 Clients (e.g., company managers):
Client is our company manger.
 Members of the project team:

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Members of project team are: Ali, Ahmad, Hassan, Zain, Haider, Masooma and Maryam.
 Help brought into the project :
The help brought into the project are from the experts and subcontractors.
 Users and their environment:
The users are workers working in our organization.
Making sure that those involved support the project:
The support of all those involved in a project is essential to its success. In a business, this
includes managers and workers, as well as suppliers. Their support also has a bearing on the
course of the project and its outcome. Enthusiasm on their part should be cultivated by a good
presentation at the beginning of the project, describing its course and potential benefits. We
have made sure that those involved support the project.
Agreement on a code of conduct:
It is cleared at the outset what freedom the ergonomist and other team members have in the
project, such as access to rooms and documents. Agreement is also reached on how the users
consulted by the ergonomist or involved in a survey are informed of the result. This affects, for
example: Access to documents and/or parts of the company and possibilities and limitations for
publicizing the future results. Ergonomists must always treat information about individuals in
confidence. Indeed, even the client is given no access to the survey data on individuals. We have
made an agreement on code of conduct with users.
Do not raise false expectations on the part of the users:
Whenever an ergonomist approaches users in a project, the contact with them must be by prior
arrangement. It is also worth bearing in mind that people, who are dissatisfied, sometimes expect
the visit of an ergonomist to lead to immediate improvements. What is more, users sometimes
associate such a visit with purely coincidental reorganization measures, such as dismissals or
transfers. Care is certainly of the greatest importance when the aim of a visit is to obtain
comparative data for a project from a similar part of the company. We have tried to not raise
false expectations on the part of the users.
Stating the limits of the project:
It is mainly in production systems that a change in a section (e.g., a division or department) will
have an influence on other sections. The boundaries of the project must therefore be properly

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established; these depend on available finance and time. In addition, management plans for the
future must be made known. We have also stated and defined the limits of the project.
Describing the planned course of the project at the outset:
The intended course of the project must be absolutely clear from the start. Agreements about the
evaluation phase must also be made at the beginning: when, how and with whom the evaluation
will take place. Possible shortcomings in the solution can be identified through this evaluation,
which usually also provides a retrospective view of the adopted working method. The latter can
be useful in future projects of a similar nature. We have described the planned course of the
project at the outset.

2. Problem Identification Phase:

The problem identification phase is aimed at gathering the relevant ergonomic aspects of the
project on paper. It involves compiling complaints, ideas and wishes, and subsequently analyzing
the ergonomic aspects in the light of safety, health and comfort associated with the adopted
solution and performance, in other words, the usability of the adopted solution.
The complaints and wishes of users were noted on paper and the major workplace ergonomic
risks for plant floor were identified and mentioned below.
The major workplace ergonomic risks for plant floor to consider are:
 Forceful Exertions:
Many work tasks require high force loads on the human body. Muscle effort increases in
response to high force requirements, increasing associated fatigue which can lead to MSD.

 Repetitive/Sustained Awkward Postures:

Awkward postures place excessive force on joints and overload the muscles and tendons around
the effected joint. Joints of the body are most efficient when they operate closest to the mid-

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range motion of the joint. Risk of MSD is increased when joints are worked outside of this mid-
range repetitively or for sustained periods of time without adequate recovery time.

 High Task Repetition:

Many work tasks and cycles are repetitive in nature, and are frequently controlled by hourly or
daily production targets and work processes. High task repetition, when combined with other
risks factors such high force and/or awkward postures, can contribute to the formation of MSD.
A job is considered highly repetitive if the cycle time is 30 seconds or less.

Establishing at the start how the data will be processed:

Prior to gathering data it is necessary to reflect on the manner of its subsequent processing.
The method of data processing must be tested beforehand if large amounts of data need to be
compiled. It is also sensible at this point to prepare for a possible evaluation survey, which may

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involve, for example, the same persons having to be approached again. We have established at
the start how the data will be processed.
Selecting more than one analysis technique:
Various techniques can be used to gain an insight into the ergonomic aspects of the project;
selecting the technique depends on the specific circumstances. It is generally sensible to use
different techniques side by side in order to obtain a complete and reliable picture. Here are a
few techniques:
• Analysis of documents and statistics, such as user statistics, absenteeism data, and
registered complaints to provide a first impression of the project.
• Observations of relevant events such as tasks and operations.
• Interviews to provide an impression of the users’ experience with problems through a
questionnaire which is more or less structured, depending on circumstances.
• Group discussions where the problem is discussed with a limited group of users.
• Written questionnaire by which data are gathered from large groups of users.
Experimental methods by which some ergonomic aspects are investigated in a controlled manner
in a laboratory or in the field and the data are obtained by measurements on people or on their
physical environment. We have tried to use as many techniques as possible for the project.
Starting with a survey of existing documents:
There is no point in investigating aspects that are sufficiently well described in existing
documents. Therefore the ergonomic contribution should always start with a survey of all
existing relevant information, which will include both project documentation and specialist
ergonomic literature. Congress proceedings and dissertations also provide much information in
addition to that contained in standards, books and journals, but are more difficult to trace.
We have proper project documentation because the history of the project is often a determining
factor in its future.
Making sure that the analysis does not influence the result:
It sometimes happens that the act of observation or measurement influences the result. If people
feel, or know, that they are under close scrutiny, their bodies will function differently (blood
pressure, heart beat) and their behavior will change (anticipation of desired outcome). These
influences must be kept to a minimum by allowing those involved to become fully accustomed to
the analysis method. We have made sure that the analysis does not influence the result.

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 3. Selection of Solutions Phase:
Enough must be known about a project before possible solutions can be devised. On the other
hand, the search for a solution should initially not be limited by what might appear to be rigid
project constraints. The possible solutions for the major workplace ergonomic risks for plant
floor are listed below.
Forceful Exertions:
 Engineering Controls:
Eliminating excessive force requirements will reduce worker fatigue and the risk of MSD
formation in most workers. Using mechanical assists, counter balance systems, adjustable height
lift tables and workstations, powered equipment and ergonomic tools will reduce work effort and
muscle exertions.
 Work Practice Controls:
Work process improvements such as using carts and dollies to reduce lifting and carrying
demands, sliding objects instead of carrying or lifting, and eliminating any reaching obstruction
to reduce the lever arm required to lift the object
 Proper Body Mechanics:
Workers should be trained to use proper lifting and work techniques to reduce force
requirements.

Repetitive/Sustained Awkward Postures:

 Engineering Controls:
Eliminate or reduce awkward postures with ergonomic modifications that seek to maintain joint
range of motion to accomplish work tasks within the mid-range of motion positions for

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vulnerable joints. Proper ergonomic tools should be utilized that allow workers to maintain
optimal joint positions.
 Work Practice Controls:
Work procedures that consider and reduce awkward postures should be implemented. In
addition, workers should be trained on proper work technique and encouraged to accept their
responsibility to use their body properly and to avoid awkward postures whenever possible.
 Job Rotation:
Job rotation and job task enlargement is a way to reduce repeated and sustained awkward
postures that can lead to MSD.

High Task Repetition:

 Engineering Controls:
Eliminating excessive force and awkward posture requirements will reduce worker fatigue and
allow high repetition tasks to be performed without a significant increase in MSD risk for most
workers.
 Work Practice Controls:
Providing safe & effective procedures for completing work tasks can reduce MSD risk. In
addition, workers should be trained on proper work technique and encouraged to accept their
responsibilities for MSD prevention.
 Job Rotation:
Job task enlargement is a way to reduce duration, frequency and severity of MSD risk factors.
Workers can rotate between workstations and tasks to avoid prolonged periods of performing a

single task, thereby reducing fatigue that can lead to MSD.

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. Allowing users to work with a prototype:
Many suggestions for improvement are made by users who are allowed to see a prototype and
are given the opportunity to use it. This will increase the acceptance of the system at subsequent
stages and ensure the commitment of the users to the system. Mock-ups are used for workplace
layouts, that is, full-scale models of the design. The material from which these mock-ups are
made must allow rapid modifications; for example, wood or cardboard are quite suitable.
Computer simulations can also be used to predict reactions and are most useful if they can later
be used for training. We have allowed users to work with a prototype.
Remembering the indirect users:
Users other than direct users will also need to be able to deal with the new situation. Two such
important target groups are cleaners and maintenance workers. Some designers make the mistake
of assuming that cleaners and maintenance workers do not make full-time use of the design.
However, this should not be taken to mean that suboptimal solutions are acceptable. Indeed, the
working day of a cleaner or maintenance worker might otherwise always consist of a succession
of unsatisfactory situations. We have also remembered the indirect users.

4. Implementation Phase:
The next phase is to put in place the product or system that is selected as the best alternative. The
following aspects play a role here:
• Installation and testing.
• Workplace design.
• Training and support to users.
• Organizational changes.

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 • Acceptance of the new product or system.
Each of these aspects is dealt with below.
Selecting an implementation strategy beforehand:
There are various ways of achieving a smooth transition from an old product or system to a new
one. The choice depends on the type of project:
 From scratch: There is no old system. Staff recruitment requires special attention (group
processes, training).
 Direct transition: At a given moment the old product or system is completely replaced by
a new one. Both the organization and the technology change simultaneously. The output
immediately following transition will be lower.
 Parallel application: The old and new systems are used side by side. The users must be
well informed about the advantages of the new system, otherwise they will tend to use the
old system too much since, and after all, they are familiar with it.
 Phased introduction: Successive phases of the new product or system are brought into use
gradually. Acceptance can be more difficult because the advantage of the new solution is
not immediately apparent to the users. Providing information is then very important. A
particular form of this method is the introduction of a new system on a departmental
basis.
 Occasional trial runs: This method is difficult to assess because the extra attention, which
the new system receives, influences its use, just as in the case of the analysis.
Making sure tests are realistic:

When testing the system or products, the real situation should be reproduced as closely as
possible. This means, for example, that an automated database must react in the dialogue just as
if it were completely filled with data. Involving the users in the tests can also double as training.
We have made sure tests are realistic.

Training all users:

Everyone who is involved with the system must receive some form of training. The training does
not necessarily have to be the same for everyone. It is conceivable that key personnel could be
given extensive training, after which they in turn can train their colleagues. Support the

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implementation by providing good manuals. Good written explanations are an essential part of
the implementation of the system. Manuals act rather as a form of memory support. The
documentation must be suited to the desired objective. If the manual is intended to be used
merely for reference, there is no point in giving a chronological process description. However,
many users need information when something goes wrong, so a manual must anticipate this.
Many manuals describe operator actions followed by their effect, whereas the user needs an
overview of the effects, followed by the actions required. Manuals are definitely not a suitable
means of compensating for compromises in the design. We have trained all the users.

Maintaining Neutral Posture:

Neutral postures are postures where the body is aligned and balanced while sitting or standing,
placing minimal stress on the body and keeping joints aligned. Neutral postures minimize the
stress applied to muscles, tendons, nerves and bones and allows for maximum control and force
production.

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Giving the users a role in organizational changes:
The tasks required to move from the old to the new organization must be properly assigned:
responsibilities for specific aspects of the transition must be clear. These responsibilities are
usually given to technical designers, instructors or ergonomists. It is also recommended to
allocate roles to potential users, as this increases their commitment. We have given uses a role in
organizational changes.
Convincing the users of the improvements:
If a project has led to a number of ergonomic improvements, it is crucial that the users be
convinced of this. Some improvements, such as the disappearance of aches and pains, have an
effect only in the long term. Any disadvantages must also be pointed out. Indeed, there is no
sense in pointing out the advantages while glossing over the disadvantages. Management must
also be convinced of the improvements offered by the new product or system. We have
convinced the users of the improvements.

5. Evaluation Phase:
In time, it may appear, even in cases of careful selection or design, that all is not optimal. This
will usually concern details where there is room for minor adjustments. Although many problems
may appear to be solved in practice, the project still needs to be evaluated systematically after its

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introduction. It is necessary to assess whether the outcome meets the initial objectives or, to put
it another way, whether the end result satisfies the initial objectives.
Keeping to the same techniques of data collection:
Whenever there is a redesign or readjustment, the result must afterwards be compared with the
old situation. For this, it is advisable to use the same techniques as in the initial data collection,
so that a proper comparison is possible. This means in the first instance a re-examination of the
formal description of the activities on paper and subsequently forming a clear picture of the
situation by means of observations, interviews, etc. We are keeping to the same techniques of the
data collection.
Allow teething problems to sort themselves out:
It is important not to carry out an evaluation too soon after implementation. In the course of time,
the novelty will wear off and working with the new system may sometimes appear more
monotonous than working with the old one. We are allowing teething problems to sort them out.

Checklist:
A checklist can be used in different phases of an ergonomic approach, for example:
 To avoid overlooking any aspects
 To detect where problems might develop
 To measure the effect of the implementation

 To obtain ideas for alternative solutions

Using a checklist to avoid overlooking any aspects and ensure that the aspects are examined and
assessed not only in isolation but also in the context of the whole project.
Ergonomics Checklist:
 General:
1. Are users involved in the project?
Yes users are involved in this project.
2. Are ergonomic requirements introduced as early as possible in the project?
Yes ergonomic requirements are introduced as early as possible in the project.
3. Are conventional methods used for project management?
Yes conventional methods are used for this project management.
4. Is the planning flexible?

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Yes it is flexible.
5. Is it understood that cooperation implies responsibility?
Yes it is understood that cooperation will implies responsibility.
 Initiative Phase:
6. Has who is involved in the project been defined?
Yes it has been defined who is involved in the project.
7. Is the project supported by those who are involved?
Yes it is supported by those who are involved in the project.
8. Do team members agree on the code of conduct?
Yes team members agree on the code of conduct.
9. Are false expectations on the part of the user avoided?
Yes false expectations on the part of the user are avoided.
10. Are the limits of the project stated?
Yes limits of project are stated.
11. Is the course of the project described at the onset?
Yes the course of the project is described at the onset.
 Problem Identification Phase:
12. Is the data processing established at the start?
Yes the data processing established at the start.
13. Is more than one analysis technique selected?
Yes more than one analysis is selected.
14. Are existing documents surveyed at the start?
Yes existing documents surveyed at the start.
15. Is it assured that the analysis does not influence the result?
Yes it is assured that the analysis does not influence the result.
 Selection of Solutions Phase:
16. Is it understood that textbooks, software and other tools do not provide the complete
answer?
Yes is it understood that textbooks, software and other tools do not provide the complete answer.
17. Are users allowed to work with a prototype?
Yes users are allowed to work with a prototype.
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18. Are indirect users taken into account?
Yes indirect users taken into account.
 Implementation Phase:
19. Is an implementation strategy selected beforehand?
Yes an implementation strategy is selected beforehand.
20. Are tests realistic?
Yes tests are realistic.
21. Are all users trained?
Yes all users are trained.
22. Is the implementation supported by the provision of good manuals?
Yes the implementation is supported by the provision of good manuals.
23. Do users have a role in organizational changes?
Yes users have a role in organization changes.
24. Are users convinced of the improvements?
Yes all users are convinced of the improvements.
 Evaluation Phase:
25. Are the same techniques of data collection maintained?
Yes the same techniques of data collection are maintained.
26. Can teething problems sort themselves out?
Yes teething problems are sort themselves out.
27. Is there awareness for the possibility of habit formation?
Yes there is awareness of the possibility of the habit formation.
Factors Related to Work Organization, Jobs and Tasks:
 Tasks:
28. Are tasks described in a neutral way?
Yes tasks are described in a neutral way.
29. Has a conscious decision been made about allocating tasks to a person, or to a machine?
Yes a conscious decision has been made about allocating tasks to a person, or to machine.
 Jobs:
30. Does the job consist of more than one task?

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Yes job consist of more than one task.
31. Do those involved contribute to problem-solving?
Yes those involved contribute to problem-solving.
32. Is the cycle time longer than one and a half minutes?
Yes the cycle time is longer than one and half minutes.
33. Is there alternating between easy and difficult tasks?
Yes there is alternating between easy and difficult tasks.
34. Can those involved decide independently on how the tasks are carried out?
Yes those involved can decide independently on how the tasks are carried out.
35. Are there adequate possibilities for contacts with others?
Yes there are adequate possibilities for contracts with others.
36. Is the information provided sufficient to control the task?
Yes the information is sufficient to control the task.
Work Organization:
 Flexible forms of Organizations:
37. Are hierarchical work organizations replaced by more flexible structures?
Yes hierarchical work organizations are replaced by more flexible structure.
38. Are housing conditions flexible?
Yes housing conditions are flexible.
39. Are working times flexible?
Yes working times are flexible.
 Autonomous Groups:
40. Is the assignment to the group clear?
Yes the assignment is clear to the group.
41. Does the team consist of 7–12 members?
Yes team consists of seven members.
 Coaching Management Styles:
42. Is the role of the manager more coach than boss?
Yes the role of manager is more of coach than boss.
Factors Related to Posture and Movement:

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 Biomechanical, Physiological and Anthropometric Factors:
 Biomechanical Factors:
43. Are the joints in a neutral position?
Yes the joints are in a neutral position.
44. Is the work held close to the body?
Yes the work held close to the body.
45. Are forward-bending postures avoided?
Yes forward-bending postures are avoided.
46. Are twisted-trunk postures avoided?
Yes twisted-trunk postures are avoided.
47. Are sudden movements and forces avoided?
Yes sudden movements and forces are avoided.
48. Is there a variation in postures and movements?
Yes there is a variation in postures and movements
49. Is the duration of any continuous muscular effort limited?
Yes the duration of any continues muscular effort is limited.
50. Is muscle exhaustion avoided?
Yes the muscle exhaustion is avoided.
51. Are the breaks sufficiently short to allow them to be spread over the duration of the
task?
Yes the breaks are sufficiently short to allow them to spread over the duration of the task.
 Physiological Factors:
52. Is the energy consumption for each task limited?
Yes the energy consumption for each task is limited.
53. Is rest taken after heavy work?
Yes rest is taken after heavy work.
 Anthropometric Factors:
54. Has account been taken of differences in body sizes?
Yes the account has been taken of difference in body sizes.
55. Have the right anthropometric tables been used for specific populations?

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Yes the right anthropometric tables have been used for specific populations
 Factors Related to Posture:
56. Has a basic posture been selected that fits the job?
Yes basic posture has been selected that fits the job.
 Sitting:
57. Is sitting alternated with standing and walking?
Yes sitting is alternated with standing and walking.
58. Are the heights of the seat and backrest of the chair adjustable?
Yes the heights of the seat and backrest of the chair are adjustable.
59. Is the number of adjustment possibilities limited?
Yes the number of adjustment possibilities is limited.
60. Have good seating instructions been provided?
Yes good seating instructions have been provided.
61. Are the specific chair characteristics dependent on the task?
Yes the specific char characteristic are dependent on the task.
62. Is the work height dependent on the task?
Yes the work height is dependent on the task.
63. Do the heights of the work surface, the seat and the feet correspond?
Yes the height of the work force, the seat and feet are corresponding.
64. Is a footrest used where the work height is fixed?
Yes a footrest is used where the work height is fixed.
65. Are excessive reaches avoided?
Yes excessive reaches are avoided.
66. Is there a sloping work surface for reading tasks?
Yes there is a sloping work surface for reading task.
67. Is there enough legroom?
Yes there is enough legroom.
Standing:
68. Is standing alternated with sitting and walking?
Yes the standing is alternated with sitting and walking.
69. Is the work height dependent on the task?
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Yes the work height is dependent on the task.
70. Is the height of the work table adjustable?
Yes the height of the work table is adjustable.
71. Has the use of platforms been avoided?
Yes the use of platforms has been avoided.
72. Is there enough room for the legs and feet?
Yes there is enough room for the legs and feet.
73. Are excessive reaches avoided?
Yes excessive reaches are avoided.
74. Is there a sloping work surface for reading tasks?
Yes there is a sloping work surface for reading tasks.
 Change of Posture:
75. Has an effort been made to provide a varied task package?
Yes an effort has been made to provide a varied task package.
76. Have combined sit–stand workplaces been introduced?
Yes combined sit-stand workplace has been introduced.
77. Are sitting postures alternated?
Yes sitting postures are alternated.
78. Is a pedestal stool used once in a while in standing work?
Yes a pedestal stool is used once in a while in standing work.
 Hand and Arm Postures:
79. Has the right model of equipment been chosen?
Yes the right model of equipment has been chosen.
80. Is the tool curved instead of the wrist being bent?
Yes the tool curved instead of the wrist being bent.
81. Are handheld tools not too heavy?
Yes the handheld tools are not too heavy.
82. Are tools well maintained?
Yes tools are well maintained.
83. Has attention been paid to the shape of handgrips?
Yes attention has been paid to the shape of handgrips.

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 Factors Related to Movement:
 Lifting:
84. Have tasks involving manual displacement of loads been limited?
Yes the tasks involving manual displacement of loads has been limited.
85. Have optimum lifting conditions been achieved?
Yes optimum lifting have conditions been achieved.
86. Have lifting situations been assessed using the NIOSH method?
Yes lifting situations have been assessed using the NIOSH method.
87. Are the weights to be lifted not too light?
Yes the weights are to be lifted are not too light.
 Carrying:
88. Is the weight of the load limited?
Yes the weight of the load is limited.
89. Is the load held as close to the body as possible?
Yes the load is held as close to the body as possible.
90. Are good handgrips fitted?
Yes good handgrips are fitted.
91. Is the vertical dimension of the load limited?
Yes the vertical dimension of the load is limited.
92. Is carrying with one hand avoided?
Yes carrying with one hand is avoided.

Conclusion:

The ergonomic risk factors which were identified in “Problem Identification Phase” are Forceful
Exertions, Repetitive/Sustained Awkward Postures and High Task Repetition in Plant Floor.
These risk factors were systematically recognized and were controlled using ergonomic program.
After finding possible solutions for the ergonomic risk factors checklist was conducted. A
checklist was used to avoid overlooking any aspects, measuring the effect of the implementation
and ensure that the aspects are examined and assessed not only in isolation but also in the context
of the whole project. This is an important part of organization’s commitment to provide a safe
place of work for all team members.

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