!     "     #  











Voluntary Ergonomics Guideline Work Group











Bill Perdue, Chair











AFMA, High Point, N. C.











Nelson Bailey











Klaussner Furniture Industries Inc., Asheboro, N. C.











Gary T. Barger











Broyhill Furniture Industries Inc., Lenoir, N. C.











Kevin D. Beauregard











N. C. Department of Labor, Raleigh, N. C.











Wayne Bumgardner











Bernhardt Furniture Company, Lenoir, N. C.











Brian Burgess











Henredon Furniture Industries Inc., Morganton, N. C.











Betty J. Copeland











N. C. Department of Labor, Raleigh, N. C.











Ray Gantt











Unifour Productions Inc., Hickory, N. C.











Anita R. Goehringer











The Ergonomics Center of North Carolina, Raleigh, N. C.











Susan V. Haritos











N. C. Department of Labor, Raleigh, N. C.











Joseph H. Harrill











Henredon Furniture Industries Inc., Morganton, N. C.











John H. Johnson











J- E- T- S Inc., Charlotte, N. C.











Les Kafel











N. C. Department of Labor, Raleigh, N. C.











Gary A. Mirka, Ph. D.











North Carolina State University, Raleigh, N. C.











Janet Murphy











Pulaski Furniture Corporation, Pulaski, Va.











Mark Nichols











La- Z- Boy Incorporated, Monroe, Mich.











Karl Smink











Thomasville Furniture Industries, Thomasville, N. C.











White G. Watkins, Past Chair











AFMA, High Point, N. C.











American Furniture











Manufacturers Association











Voluntary











Ergonomics Guideline











for the Furniture











Manufacturing Industry











iii











U. S. Department of Labor Assistant Secretary for











Occupational Safety and Health











Washington, D. C. 20210











Mr. Steve Kincaid, President











American Furniture Manufacturers Association











Post Office Box HP- 7











High Point, NC 27261











Dear Mr. Kincaid:











On behalf of the Occupational Safety and Health Administration, I would like











to recognize the American Furniture Manufacturers Association ( AFMA) for











stepping forward to address work- related ergonomic issues in your industry. I











congratulate you for your leadership in developing a tool that U. S. furniture











manufacturers can use to reduce work- related musculoskeletal disorders.











Through your Alliance with the North Carolina Department of Labor,











Occupational Safety and Health Division, you produced a document that











effectively explains basic ergonomic principles and outlines a variety of best











practices proven successful in protecting workers involved in furniture manu-facturing.











I commend your initiative for entering into this Alliance, which was











the first to bring federal and state governments together with industry to











develop voluntary ergonomic guidelines for a specific industry.











When Secretary of Labor Elaine L. Chao announced her comprehensive











approach to ergonomics, she challenged industry to voluntarily develop











ergonomic guidelines to meet their own specific needs. You have met this











challenge by developing and publishing Voluntary Ergonomics Guideline for











the Furniture Manufacturing Industry in partnership with North Carolina and











federal OSHA. Your industry serves as a model for other industries as they,











too, tackle these difficult issues.











I believe there is no more important task than the one we have committed to











pursue every day: reducing death, injuries and illnesses in America’s work-places.











We appreciate the solid foundation you have laid for American furni-ture











manufacturers and their workers to move forward together toward this











critical goal.











Sincerely,











John L. Henshaw











v











Cherie K. Berry











Commissioner











( 919) 733- 0359











Fax: ( 919) 715- 5629











4 West Edenton Street • Raleigh, North Carolina 27601- 1020











Mr. Steve Kincaid











President











American Furniture Manufacturers Association











PO Box HP- 7











High Point, NC 27261











Dear Mr. Kincaid:











Congratulations on a job well- done! The American Furniture Manufacturers Association











has risen to the challenge to help create safer, more productive workplaces. We have enjoyed











working with you and USDOL to assist with the drafting of the Voluntary Ergonomics Guideline.











The Guideline demonstrates what industry and government can accomplish working together











cooperatively. Your association has set a standard for other industries to follow.











In reviewing the guide, I see the association and its members have generated solutions to











ergonomic hazards within furniture manufacturing that could not have come from an outside- in











approach such as governmental rulemaking. The cooperative attitude of the many companies that











participated contributed enormously to this guide.











I congratulate you and your members on your proactive approach. It will surely reduce











injuries and illnesses in the furniture- manufacturing workforce. The North Carolina Department of











Labor is proud to have participated in this endeavor.











Sincerely,











Cherie K. Berry











vii











NCDOL and American Furniture Manufacturers Association Plan for Preparation of a











Voluntary Guideline for Ergonomics in Furniture Manufacturing











08/ 13/ 2002











Objective











To develop an industry- specific voluntary guideline document to assist employers and employees in recog-nizing











and controlling potential ergonomic hazards.











Description











The guideline document will address ergonomic issues and proactive approaches, including best practices,











to control or reduce ergonomic hazards. The suggested format would include the following parts:











1. Information Gathering & Research: Scientific, practical, and industry data will be reviewed to











determine trends, potential hazards, successes, and other data relevant to guideline development.











Studies by NC State University and the Ergonomics Resource Center may be included.











2. Program Management Recommendations: Best management practices for identifying and











addressing ergonomic hazards in furniture manufacturing.











3. Worksite Analysis Recommendations: Techniques to assist in analyzing specific activities or oper-ations











in furniture manufacturing that could represent potential ergonomic hazards.











4. Hazard Control Recommendations: Lessons learned, best practice, and other approaches to con-trol











hazards, including discussions of cost/ benefit and effectiveness of each control approach.











5. Sample Work Process or Control Documents: Templates or sample documents that employers or











employees can easily adapt to individual workplaces.











Roles and Responsibilities











The source of expertise for this voluntary guideline rests in the furniture manufacturing industry. As the











industry representative, AFMA will establish an industry development team to lead the preparation and











review of the guideline. The guideline is for voluntary use by furniture manufacturers and does not repre-sent











a standard or a document to be used for enforcement actions. The North Carolina Department of Labor











will assist and participate in the development team with studies, editing, review, publicity, and/ or publica-tion











of the guideline. The US Department of Labor, OSHA, is proposed as an alliance partner in the devel-opment











of the guideline, and will assist, as requested, with promotion and publication of the completed











voluntary furniture manufacturing ergonomic guideline. Other groups, such as NC State University or the











Ergonomics Resource Center, may provide expertise as needed and specified by the development team.











Schedule











The development, review, and publication of the guideline will be determined by the development team,











with a proactive expectation of a finished product.











Comments: For questions or comments, please call John Johnson, NCDOL, at ( 919) 807- 2861.











Agreement:











Voted and accepted by AFMA Safety Committee Board, July 30, 2002 ( see meeting minutes).











Acceptance by NCDOL: __________________________ , John H. Johnson, Deputy Commissioner











ix











Foreword











Many companies in the furniture manufacturing industry have made a substantial effort to reduce











work- related injuries due to heavy lifting, repetitive motion, awkward and static work postures,











vibration, and other recognized ergonomic stressors. The results achieved by these companies











demonstrate that there are effective, affordable ways to protect furniture industry employees from











injury while maintaining or, in many cases increasing productivity, quality and employee morale.











The Voluntary Ergonomics Guideline for the Furniture Manufacturing Industry is designed to











guide furniture manufacturers through the process of developing an effective ergonomics program.











This guideline was developed in a unique partnership among the furniture industry, federal and











state government, the academic community, and ergonomics specialists to create one of the first











voluntary ergonomic guidelines in the nation for a specific industry. The developmental work











group included talented and skilled professionals from the American Furniture Manufacturers











Association; the N. C. Department of Labor, Occupational Safety and Health Division; North











Carolina State University, Department of Industrial Engineering, Ergonomics Laboratory; and The











Ergonomics Center of North Carolina.











To design this guideline, the Voluntary Ergonomics Guideline work group gathered and reviewed











existing ergonomic practices and programs in the furniture industry and the latest research and











information available on ergonomic stressors and control methods. The AFMA asked member











companies for information on stressors present in their workplaces and for best practices, pro-grams











and processes that have successfully reduced exposure to these stressors.











This guideline provides practical suggestions for employers to reduce the number and severity of











workplace injuries by identifying, evaluating and controlling hazards using methods that have











been work- proven in the furniture manufacturing industry. This voluntary guideline is intended for











furniture manufacturing facilities. Other employers with similar work environments may find the











information provided useful. However, care should be taken to ensure that ergonomics solutions











are developed to meet the specific hazards and requirements of different work environments.











The American Furniture Manufacturers Association recognizes that the Occupational Safety and











Health Act of 1970 requires that, in addition to compliance with hazard- specific standards, all











employers have a general duty to provide their employees with a workplace free from recognized











hazards likely to cause death or serious injury. This guideline is designed to help employers meet











this responsibility.











This guideline is advisory in nature and informational in content. This document does not repre-sent











a new regulatory standard and imposes no new legal requirements. An employer’s failure to











implement this guideline is not a violation of the Occupational Safety and Health Act of 1970.











xi











Table of Contents











Introduction ............................................................................................................ 1











Furniture Manufacturing Ergonomics Program Management ...................................... 5











Ergonomics Program Elements .......................................................................... 5











Management Commitment ................................................................................ 7











Employee Participation and Involvement ............................................................. 7











A Team Approach............................................................................................ 7











Identifying Ergonomics Concerns .............................................................................. 9











Trends Analysis............................................................................................... 9











Workplace Analysis ......................................................................................... 11











Ergonomic Control Strategies.................................................................................... 14











Engineering Controls ....................................................................................... 14











Work Practice Controls..................................................................................... 15











Administrative Controls.................................................................................... 16











Documentation of Ergonomic Improvements ........................................................ 16











Web- based Repository ...................................................................................... 17











Administrative Management ..................................................................................... 18











Ergonomics Training Practices ........................................................................... 18











Employee Placement Strategies.......................................................................... 19











Management of MSDs...................................................................................... 21











Ergonomics Program Evaluation ............................................................................... 25











Appendix A — Common MSDs in the Workplace ...................................................... 28











Appendix B ��� Posture Identification Sheet .............................................................. 29











Appendix C — Core Elements of an Ergonomics Program........................................... 30











Appendix D — Team Structures and Activities .......................................................... 31











Appendix E — Spreadsheets for OSHA 300 Log Trends Analysis ................................. 34











Appendix F — Tools for Identifying Ergonomic Concerns .......................................... 36











Appendix G — Engineering Controls for the Furniture Manufacturing Industry ............... 56











Appendix H — Documentation of Ergonomics Projects............................................... 84











Appendix I — Return on Investment ( ROI) for an Ergonomics Project ......................... 87











Appendix J — Training and Education .................................................................... 88











Appendix K — Placement Evaluation Process Model.................................................. 92











Appendix L — Forms for MSD Evaluation and Assessment Methods............................ 94











Appendix M— Suggested Treatments for MSDs........................................................ 99











Appendix N — Ergonomics Program Evaluation........................................................ 103











Glossary of Terms .................................................................................................... 105











References............................................................................................................... 107











Acknowledgments .................................................................................................... 109











AFMA Voluntary Ergonomics Guideline for the Furniture Manufacturing Industry











1











Introduction











Furniture Manufacturing: A Challenging Work Environment











Lost- time work injuries caused by cumulative and acute trauma of the musculoskeletal system











such as carpal tunnel syndrome and back injuries are some of the most costly workers’ compensa-tion











claims in U. S. industry today.











In its 1998 national figures, Liberty Mutual Group estimates that these injuries totaled more than











41 percent of all reported injuries with an estimated $ 15.7 billion dollars in direct workers’ com-pensation











costs ( Liberty, 2001).











Figures available from the N. C. Industrial Commission reveal that in 1996, the furniture industry











in the state paid out an average of $ 33,000 in workers’ compensation for each musculoskeletal











disorder ( MSD) claim ( North, 1996). But workers’ compensation is just the “ tip of the iceberg”











when costs for lost time injuries are added up. Each claim averaged almost 97 lost workdays











( North, 1996) … lost production, lost income, employee replacement costs, training, community











support of the worker’s family and much more. Liberty Mutual Group estimates that the national











average for indirect costs is between $ 2 and $ 5 for every workers’ compensation dollar paid











( Liberty, 2002).











Though the furniture industry has had an excellent lost work time accident record over the past











several years, the U. S. Bureau of Labor Statistics reports that nationally, in 2001, the wood house-hold











furniture industry reported approximately 9,600 cases of musculoskeletal injuries and the











upholstered furniture industry reported approximately 7,000 cases ( U. S. Department, 2002).











Ergonomics is an effective approach to reducing the number and severity of these work- related











injuries. Ergonomics is the practice of designing equipment, work tasks and work environments to











conform to the capability of the worker … to create more efficient work places and prevent











injuries to employees.











Ergonomics is a broad topic. This guideline deals only with the identification and control of











ergonomic hazards that may cause musculoskeletal disorders ( MSDs). An MSD is an injury or











disorder of the muscles, bones, nerves, tendons, ligaments, joints, cartilage and/ or spinal disks that











may be caused or contributed to by exposure to work activities and conditions involving certain











risk factors.











Musculoskeletal Disorders











MSDs are disorders involving the muscles, bones, nerves, tendons, ligaments, joints, cartilage or











spinal disks. The term “ work- related musculoskeletal disorders” or WMSDs refers to ( 1) MSDs to











which the work environment and the performance of work contribute significantly or ( 2) MSDs











that are made worse or longer lasting by work conditions. In general, MSDs develop when physi-cal











stressors overcome the body’s ability to heal and repair itself.











Physical risk factors in the workplace, or “ ergonomic stressors,” along with personal characteris-tics











and social factors, are thought to contribute to the development of MSDs ( Cohen, 1997).











Some MSDs are caused by physical exposures in nonworking activities such as sports and hob-bies.











Genetics, age and other medical conditions such as arthritis, diabetes or degenerative disease











can cause or contribute to the development of MSDs. MSDs can also result from certain psy-chosocial











factors such as job dissatisfaction, monotonous work and limited job control ( U. S.











General, 1997). This guideline addresses only physical factors in the workplace.











Work- related MSDs may occur in the form of cumulative and acute trauma disorders.











Cumulative Trauma Disorders ( CTDs)











CTDs can result from exposure to repetitive, forceful or awkward tasks over a period of time.











Each stressful situation results in microtraumas to the specific region of the body, such as a mus-cle











or tendon. Without adequate recovery, the accumulation of microtraumas results in pain, dis-comfort,











numbness, reduced strength and/ or inhibited dexterity. Symptoms of cumulative trauma











typically cannot be associated with one specific event in time.











Examples of some of the more common cumulative trauma disorders that can occur in the work-place











are shown in appendix A.











Acute Traumas











Acute traumas, such as lacerations, fractures, strains, sprains, contusions or bruises, can generally











be attributed to a one- time, specific, instantaneous event. These traumas are often easier to diag-nose











and treat because the causative stressors and affected body regions are more readily identi-fied.











Acute traumas considered “ ergonomics- related” include such injuries as muscle strains, low











back pain, lumbar strains and other back concerns.











Ergonomic Stressors











Factors that increase risk for MSD development are called ergonomic stressors. The ergonomic











stressors that furniture industry workers may face include:











Force— Physical effort required to lift, push, pull, grasp and pinch items in the work environment.











Heavy lifting such as in warehousing, upholstering and cabinet room activities represent jobs that











place high forces on the back,











while upholstery, cushion stuff-ing











and spring up are examples











of jobs that require high force











exertions from the hand, wrist











and shoulder. Force is often











required to handle and control











equipment, tools, raw materials











and finished products.











Repetition— Performing the same motion or series











of motions continually or frequently. Most jobs on











the furniture line require some level of repetitive











movement.











AFMA Voluntary Ergonomics Guideline for the Furniture Manufacturing Industry











2











Figure 1��� An Example of the Use of











Force in Furniture Manufacturing











Figure 2— An Example of a Repetitive Task











in Furniture Manufacturing











Ergonomic Stressors:











• Force











• Repetition











• Awkward Postures











• Static Postures











• Vibration











• Contact Stress











• Environmental Factors











Awkward Postures— Body postures that deviate from normal resting or











neutral positions place unnecessary stress on muscles, tendons and











bones. Examples of awkward postures include reaching above shoulder











height, kneeling, leaning over an assembly or sanding table, bending the











wrist during spray operations, and twisting the body while lifting. See











appendix B for visual presentations of neutral and awkward postures.











Static Postures— Assuming and holding any posture for a long period











of time can place stress on the body, particularly if the posture is non-neutral.











Static postures can accelerate the development of fatigue and











discomfort.











Vibration— Vibration is the physical exposure to rapidly oscillating











tools or machinery. Powered hand tools or anywhere an operator comes











in contact with a vibration source, such as a tow motor operator, are











places to look for this stressor.











Contact Stress— Physical contact between the body and sharp











edges of tools, equipment and products. Pressing the body against a











hard, sharp edge, such as the edge of a worktable or using the hand











as a hammer to drive parts together in assembly are examples of this











stressor.











Environmental Factors— Cold, heat, lighting and noise are factors











in the work environment that can directly influence worker comfort











and can indirectly influence risk of injury through interaction with











the above- mentioned physical stressors. Other environmental factors











such as slick work surfaces that are found in many upholstery and











shipping departments can directly increase the risk of injury.











Many jobs combine multiple stressors in a single job. For example,











a single subassembly job might combine awkward shoulder and











back postures in reaching across the worktable, force in lifting the











finished sub- assemblies to the pallet, exposure to vibration when using a handsander, repetitive











wrist motions when using a powered screwdriver, and contact stress with a sharp worktable edge











and when using the hand to hammer parts together. The combination of multiple stressors within a











job or work task can create an increased risk of injury.











Ergonomics Programs Work to Control Risk











A U. S. General Accounting Office study of five corporations that fully implemented ergonomics











programs show a 50 percent to 80 percent reduction in average dollar cost per MSD claim, a











marked reduction in workdays lost to injury and a reduction in the number of injuries and illnesses











( between 2.4 and 6.1 fewer injuries per 100 full- time employees) each year ( U. S. General, 1997).











Furniture companies that have implemented ergonomics- based injury prevention programs and











have applied engineering and work practice controls to reduce exposure to stressors have also











achieved success in reducing work- related injuries and workers’ compensation costs. These com-panies











have also noted other valuable benefits such as reduced absenteeism, increased productivi-ty,











improved product quality and higher morale.











Figure 4— An Example of











Contact Stress in Furniture











Manufacturing











AFMA Voluntary Ergonomics Guideline for the Furniture Manufacturing Industry











3











Figure 3— An Example of











an Awkward Posture in











Furniture Manufacturing











AFMA Voluntary Ergonomics Guideline for the Furniture Manufacturing Industry











4











Using This Voluntary Guideline











The information in this voluntary guideline is organized in five main sections: Ergonomics











Program Management, Identifying Ergonomics Concerns, Ergonomic Control Strategies,











Administrative Management and Ergonomics Program Evaluation, and a series of appendixes.











This document is to be used as a reference document, and therefore, each of the five main sections











can stand alone, resulting in some redundancy across sections. Each of these five sections is a











concise summary of the important components of each of these areas. The bulk of this document











is in the appendixes wherein the work group has assembled a group of work- proven approaches











that others in the furniture manufacturing industry have found to be effective. There are examples











of engineering solutions and work process solutions to a number of specific ergonomic challenges











in the furniture manufacturing workplace. There are also examples of teamwork structures,











ergonomics plans, reporting and analysis methods that are currently working for companies in the











industry. The approach in developing this document is in keeping with the “ best practices” style of











the document.











The development of this guideline revealed more ideas than could be included in one publication.











Therefore, the American Furniture Manufacturing Association has created a companion Web











site for this guideline. This Web site, http:// www. afma4u. org/, contains a wider selection of specif-ic











engineering and work process solutions to ergonomic stressors in the furniture manufacturing











workplace. Most importantly, it is periodically updated with new ideas and submissions from











companies in the furniture industry.











The AFMA trusts that the information found in this guideline and on the Web site will encourage











furniture manufacturing companies to create and maintain successful ergonomics plans and work-place











controls.











AFMA Voluntary Ergonomics Guideline for the Furniture Manufacturing Industry











5











Furniture Manufacturing Ergonomics











Program Management











Ergonomics Program Elements











The purpose of an ergonomics program is similar to that of any safety and health program— to











help employers ensure that problems are identified and controlled, that any medical concerns are











addressed and resolved as quickly as possible and that employees are protected. Many industries











and companies have utilized the program elements described in the Ergonomics Program











Management Guidelines for Meatpacking Plants ( U. S. Department, 1993) issued in 1993 as the











model for their programs. At the core of the program is management’s commitment to implement-ing











and managing the program and getting the employees involved in the process. Additionally,











ergonomics programs typically contain these core elements:











See appendix C for core elements of an











ergonomics program as described in











Ergonomics Program Management











Guidelines for Meatpacking Plants.











There are many options for implementing











an ergonomics program. The elements











described above should serve as baseline











or template, but the addition of other com-ponents











is encouraged to make the pro-gram











most successful. This guideline con-tains











a standard approach for program implementation. It adds additional components and











approaches that have been used effectively in furniture manufacturing facilities. All companies are











encouraged to develop and maintain ergonomics programs that effectively address the ergonomics











concerns and issues pertinent to their organizations.











To establish a program, it is important to outline a general approach that the company plans to











take. Figure 5 illustrates the general steps normally taken to establish and maintain an effective











ergonomics program. In all successful programs, companies must address ergonomics from both a











reactive ( after injury) and proactive ( before injury) standpoint.











Documentation of the efforts put forth by a company to address ergonomics concerns is most











often accomplished through a formal written ergonomics program. This written program docu-ments











the structure of the program, the individuals responsible for particular functions in the pro-gram,











and specific solutions to problems that are addressed. This should be a living document that











is appended any time ergonomics solutions are developed. This written program can be a very











valuable tool to record efforts by a facility to address problems as they arise.











Core Elements











of an Ergonomics Program:











• Identification of problem jobs/ areas











• Development of control measures











• Training and education











• Appropriate healthcare management of











ergonomics- related cases











AFMA Voluntary Ergonomics Guideline for the Furniture Manufacturing Industry











6











Ergonomics Program Management Flow Diagram











Figure 5— A Flow Diagram for Ergonomics Program Management











Throughout this document, the elements and components addressed in the flow diagram are out-lined











in further detail.











Evaluate program components periodically











Develop corrective action plan











Implement corrective action plan











Train the team











Develop an ergonomics team











or safety team with ergonomics











responsibilities











Obtain management commitment











Assign ergonomics coordinator











or responsible person











Develop a company- specific ergonomics











program and action plan











Proactive Reactive











Identify ergonomics











issues in departments











& company











Investigate reported











ergonomics- related











incidents











Evaluate & analyze











jobs & work areas











Develop controls











Implement controls











Follow- up with controls











Measure effectiveness











and track success











Document and record











Measure effectiveness











and follow up to resolution











Measure effectiveness











and track success











Train











management,











ergonomics team











and shop floor











employees











Measure effectiveness











and follow up to resolution











Evaluate & analyze











affected job &











work area











Return to work with











accommodations











as necessary











Establish ergonomics











evaluation process











Establish MSD











management process











Perform MSD











evaluation based on











symptoms











Initiate treatment











process and case











management











Establish training











process











AFMA Voluntary Ergonomics Guideline for the Furniture Manufacturing Industry











7











Management Commitment











As in all safety and health initiatives, management commitment and leadership are critical in the











overall success of any program or process. The ergonomics initiative is no different. Management











commitment allows for effective allocation of time and resources to minimize the risk of MSDs











throughout the organization and provides the necessary support and motivation to realize the many











benefits of an effective ergonomics program. Management can demonstrate its commitment to











ergonomics by:











• Understanding the elements involved in an effective ergonomics program











• Developing and instituting clear goals and objectives for the program











• Ensuring adequate education and training to accomplish goals and objectives











• Establishing a system of responsibility and accountability at all levels











• Encouraging participation and involvement at all levels











• Allocating resources to address ergonomics issues within the organization











• Striving to identify and eliminate ergonomics hazards in the work operations











• Maintaining a system to promptly and effectively address physical complaints











• Integrating safety and health as a value in the workplace while partnering with produc-tivity











and quality issues











• Defining a system for effective documentation and program evaluation











• Developing a procedure for equipment evaluation prior to purchase and installation ( a











sample checklist can be found in appendix F)











• Defining a system for effective documentation and program evaluation











Employee Participation and Involvement











A successful integration of ergonomics into the overall safety and health program keys not only on











management commitment but employee participation as well. Just as management is actively











involved in establishing and implementing the ergonomics process, employees can demonstrate











their commitment by:











• Identifying ergonomics issues











• Participating in control measure development and implementation











• Contributing to ergonomics teams or committees











• Reporting early signs and symptoms of physical problems











A Team Approach











It has been demonstrated in many organizations that a team approach to implementing a multi-component











ergonomics program can be very effective in reducing MSDs and addressing ergonom-ics











concerns within the organization. Some facilities may find alternate approaches to accomplish











these goals. But, despite the approach taken, ergonomics intervention is most successful when all











levels and functions are involved in its implementation.











Ergonomics teams traditionally pull together representatives from all appropriate areas in a depart-ment











or facility. Close communication and feedback between employees and supervisory, medical,











engineering and management personnel are vital when trying to maintain and demonstrate











ergonomics commitment. Teams bring to play the experience, talents and skills of the organiza-tion.











Teams can be assembled to accomplish a variety of goals including, but not limited to:











AFMA Voluntary Ergonomics Guideline for the Furniture Manufacturing Industry











8











• Establishing, documenting and managing the overall ergonomics program











• Tracking trend information for hazard identification











• Identifying, prioritizing, analyzing and correcting ergonomics hazards or workplace











deficiencies











• Performing workplace assessments to address employee complaints or medical incidents











• Testing new processes, tools, equipment or work methods











Teams can be established in many different ways and evolve over time to accommodate the











changing environment in a facility. Some ergonomics programs begin with a general











approach— adding ergonomics components to safety or production teams. Others separate safety











and ergonomics elements by having two or more distinct teams. In these cases, company teams











may have common members. It is best to assemble a team that fits the structure and culture of the











organization.











When pursuing a team approach, first establish the structure of the team, then define its purpose











and goals to accomplish. Other activities may be established as the team is defined. Elements may











include, but are not limited to, the following:











• Selecting team members and defining the size of the team appropriate for size and











structure of the facility











• Establishing roles and responsibilities of the members











• Determining the frequency of team meetings and new member selection











• Training the team to accomplish the established goals











• Defining documentation tools including team meeting agenda format, ergonomics eval-uation











forms, project documentation, etc.











Examples of team structures proven successful in furniture and other organizations are included in











appendix D. Additionally, this appendix includes guidance on training the team, forming subteams











to achieve greater employee involvement and ideas for running an effective team meeting.











AFMA Voluntary Ergonomics Guideline for the Furniture Manufacturing Industry











9











Identifying Ergonomics Concerns











Trends Analysis











There are many indications that ergonomics- related problems may exist in a facility or specific











area. Looking for trends is an important step in identifying problem areas and ergonomics con-cerns.











The objective of a trends analysis is to identify areas, or potential areas, of ergonomic con-cern











within a specific job, department or operation. Use multiple sources of information to assess











where the most significant problems, or potential problems, exist. Several areas where trends can











be analyzed include, but are not limited to:











• OSHA injury and illness records ( OSHA logs)











• First aid logs











• Workers’ compensation records











• Lost- time and restricted duty records











• Production and quality records











• Turnover and absenteeism records











• Employee comments











Additionally, subtle signs within the workplace may also be indicative of ergonomics- related











problems. These include, but are not limited to:











• Employees regularly complaining of discomfort and/ or soreness











• Employees taking frequent rest breaks due to fatigue











• Employees shaking/ rubbing arms, hands, shoulders or back due to discomfort











• Employees making modifications to the workstations or equipment to increase comfort











• Employees wearing personally purchased protective products











Trends analysis can be used to identify jobs or areas of priority ergonomics concern during a spe-cific











period of time, can focus the ergonomics coordinator or team working on key issues and can











evaluate how the department or facility is progressing against program goals over a period of











time.











OSHA Injury and Illness Recordkeeping Review











OSHA recordkeeping forms are often considered the best place to begin a trends analysis, a proce-dural











examination of workplace incidents that can assist in determining where to focus safety and











health resources. OSHA regulations require all furniture manufacturers with a staff larger than 10











people per year to complete special forms about the safety and health of their employees. These











forms can contain significant information for determining problem areas and injuries or illnesses











in a workplace.











Key information on OSHA Form 300, Log of Work- Related Injuries and Illnesses, to collect for











the trends analysis would include:











• Case number or name for identification purposes











• Job title











• Date of injury or onset of illness











• Department or section where the event occurred











• Description of symptoms or diagnosis ( if applicable) and what body parts were affected











AFMA Voluntary Ergonomics Guideline for the Furniture Manufacturing Industry











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• Determination of injury or illness*











• Days away from work











• Days of restricted work or job transfer











* Acute traumas, such as back injuries and muscle strains are noted in injury column ( 1); MSDs are noted in











column ( 5)— all other illnesses.











Consider only cases that are ergonomics related. It is best to look at the description of injury/ ill-ness











column and identify signs, symptoms and diagnoses pertinent to ergonomics- related MSDs.











Appendix A identifies several common MSDs. Symptoms listed on the logs may include, but are











not limited to: muscle or joint pain, soreness, swelling, redness, numbness, tingling, burning sen-sation,











stiffness, weakness, pulled muscle, strain, and back pain. There may be other injuries/ ill-nesses











and symptoms that are noted in the records but are not on these lists. If questions arise, it is











best to consult with a health care professional for clarification.











Another source of more detailed injury and illness data is OSHA Form 301, Injury and Illness











Incident Report, or an equivalent form. This form provides more information about each recorded











case and may be important to determine specific details on how an injury or illness occurred.











Facilities that have small numbers of injuries and illnesses may prefer to start with form 301, or











equivalent, analysis.











Sample spreadsheet formats for collecting analysis data from forms 300 and 301 are shown in











appendix E. To analyze collected data, separate back injuries and other MSDs by location. Use the











descriptions of the workplace locations, job titles, and types of injury or illness to determine the











areas in which a more detailed analysis of the job may be needed.











It is best to review the 300 logs at least annually, depending on the size of the facility. Larger











facilities may need to plan quarterly reviews.











First Aid Logs











In an effort to identify problem areas as early as possible, consider using first aid records, or daily











logs, to assist in analysis of initial symptoms. Nonmedical treatment, such as use of nonprescrip-tion











medications, hot and cold therapy, and nonrigid means of support ( such as elastic bandages)











may serve as a means of early identification of trouble spots.











Workers’ Compensation Information











Workers’ compensation claims may offer information related to expenses involved in various











types of ergonomic injuries. These data can often be useful in helping to prioritize efforts based on











the severity of the problems.











Lost- Time and Restricted Work Records











The OSHA logs show the number of lost and restricted workdays associated with each recorded











incident. Lost and restricted workdays may indicate that employees are not reporting cumulative











trauma- related MSDs early enough. Lost- time and restricted workdays escalate when symptoms











progress untreated.











Production and Quality Records











Medical incidents and absenteeism may sometimes correlate to the amount of work performed











during specific periods or scheduling intervals. Periods of heavy production, particularly in labor-intensive











jobs, often result in an increased occurrence of MSDs. Other production issues such as











seasonal or periodic work can also create short- term spikes in frequency.











AFMA Voluntary Ergonomics Guideline for the Furniture Manufacturing Industry











11











Quality problems may indicate that employees are fatigued, that the job is too difficult ( either











physically or mentally), that the workstation/ work method is poor, or that too much work is being











completed too rapidly.











Turnover and Absenteeism Records











An operation that has high employee turnover and high absenteeism may indicate ergonomic











problems with the job or work area.











Employee Comments











It is important to note employee comments or concerns regarding the job or workplace. These











comments may be rendered during production, safety or other meeting settings; solicited during a











walk- through or evaluation of the job or area; communicated through a “ suggestion box” environ-ment;











or collected during a survey. This information is useful for determining areas of focus as











well as for documentation of workplace improvement over time.











Workplace Analysis











The purpose of workplace analysis is to identify key ergonomic stressors associated with jobs,











tasks and/ or operations allowing the development of appropriate control measures that eliminate











or significantly reduce risk of musculoskeletal disorder development. Workplace analysis can be











both a reactive and a proactive process. Reactively, workplace analysis takes the form of an inci-dent-











specific evaluation. Proactively, workplace analysis is the next step after facility or depart-ment-











wide trends analysis reveals problematic jobs, tasks and operations.











There are many different types of workplace analysis methods. Methods may range from simple











observation of a job or work task to using a checklist format to collect multiple workplace compo-nents











to conducting a more detailed analysis with measurement tools and quantification tech-niques.











The method selected generally depends on the type of work activity performed, the com-plexity











of the operation or problem and the level of ergonomics knowledge of the evaluator.











Checklists are the most widely used and provide a basic and structured means of collecting and











recording information. Evaluators can develop specific checklists for their operations and facility











or utilize an existing checklist format. Appendix F provides several checklist formats used suc-cessfully











by several furniture manufacturers. Additionally, other tools available that take a more











detailed approach to workplace analysis are also provided in appendix F. Whatever methodology











is used for workplace analysis, ensure that all critical components of the work environment and











operations are assessed and/ or measured for all ergonomic stressors.











Conducting a Workplace Analysis











Utilizing results from the trends analysis and other pertinent information, jobs or work areas iden-tified











as causing or likely to cause MSDs within the facility should be prioritized based on the











extent of the risk. MSD incident reviews should be conducted as needed. Evaluators should be











knowledgeable on how to effectively identify ergonomic stressors to ensure that key concerns are











addressed. Each analysis method employed may have specific needs in terms of information to











collect or measure. In general, the following information is typically collected or observed during











a worksite analysis:











AFMA Voluntary Ergonomics Guideline for the Furniture Manufacturing Industry











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• Videotape of job, task, process or operation











Videotaping allows evaluators to observe all aspects of the job or task, slow down and playback key elements of











the operation, review more obscure events at a closer glance, compare various operator methods, reduce poten-tially











stressful over- the- shoulder task analysis, and capture work conditions for “ before changes” documenta-tion.











• Tasks performed











Observation of job elements and tasks performed provides insight into potential problem areas. The breakdown











of job tasks allows ergonomic stressors to be associated with each task, often revealing one or several key ele-ments











as the “ root cause” of a problem. This information allows for targeted control measures to be developed











and helps document the level of exposure to stressors.











• Force measurements ( as applicable)











Weights of objects lifted, pushed, pulled, or handled should be collected to determine the required force to per-form











the job or task. Note the way the load is handled, the frequency of handling and whether assist devices are











used.











• Postures











Each part of the body ( hands/ wrists, arms/ elbows, shoulders, back and legs/ feet) has the ability to maneuver in











various ranges from neutral to extreme postures to perform work. Note tasks where awkward postures are











observed per body part. A Posture Identification Sheet is shown in appendix B.











• Exposure to ergonomic stressors











Exposure to the stressors involved in a job or task can be expressed as the percentage of a work shift that











requires the same motions or activities to be performed. Ergonomic stress due to repetitions is a function of the











duration and variety of the motions performed. Repetition is low when the task motion ( regardless of its dura-tion)











is infrequent or performed with many built- in interruptions. The risk of injury and illness increases as the











exposure to ergonomic stressors increases.











�� Job methods











When multiple employees are performing the same job, differences in job methods can reveal changes in











ergonomic stressor exposure. Analyzing method variations can reveal opportunities for positive change.











• Workstation layout and dimensions











Exposure to workplace stressors can often result from the design and layout of the workstation or area. As perti-nent











to the stressors identified, work area heights and reaches and dimensions of the worktable or surface can











reveal problem areas.











• Tool properties ( if used)











Several attributes of tools used in an operation can contribute to stressor exposures. Weights of tools handled,











size of the handle, length of the tool, postures assumed for use, power versus manual, vibration issues and main-tenance











of the tool are several factors to measure and observe.











• Production information











Awareness of production rates, quality standards, break schedules, job rotation schedules and other production











information can help to identify areas of key concern within a job or operation. Changes in this information











over time compared to incidence information can reveal potential problems.











• Work environment











Environmental issues within the workplace can contribute to the onset of fatigue and potential injury or illness.











Exposure to temperature, noise, lighting and air contaminants can all be measured when applicable.











• Employee comments











During the course of collecting information about the performance of the job and tasks, employees may com-ment











on concerns within the job, favorable aspects of the process, suggestions for improvement, etc.











Incorporating these comments into the workplace analysis process strengthens the analysis process and often











provides insight for the best control measure to be developed.











AFMA Voluntary Ergonomics Guideline for the Furniture Manufacturing Industry











13











Assessing Analysis Results











Once information is collected and reviewed, prioritize the concerns within each job analyzed so











that the most significant risk is addressed first. Determine if additional detail or other analysis











tools are needed to clarify or quantify stressor exposure. Please note that more detailed analysis











and quantification of stressor exposure may be necessary to develop and justify control measures.











For example, utilizing the NIOSH lifting equation to measure exposure to stressors associated











with manual materials handling. The recommended weight limit derived from measuring and cal-culating











certain variables provides a clearer path in control measure direction and assists with jus-tification.











The NIOSH lifting equation and other tools for workplace analysis are outlined in











appendix F.











Analyzing MSD Incidents











An incident review should be triggered when an MSD or signs and symptoms of an MSD are











reported. A workplace analysis can be performed to determine possible problem areas within the











job, tasks, workstation, work methods, etc. The sooner analysis methods and control measures are











employed, the sooner the case may be resolved. Incorporate the results of the incident reviews to











make proactive change in the workplace. Several checklist formats that may be used for incident











review or assessment of the workplace are shown in appendix F.











Refer to figure 5 for an illustration of how the MSD management and ergonomics evaluation











processes work together.











AFMA Voluntary Ergonomics Guideline for the Furniture Manufacturing Industry











14











Ergonomic Control Strategies











The most critical component to any ergonomics program is ergonomic control. Ergonomic con-trols











are simply methods that are used to eliminate or reduce exposure of the employees to the











ergonomic stressors associated with the development of MSDs. These control strategies can be











divided into three categories: engineering controls, work practice controls and administrative con-trols.











Techniques used to control exposure to the ergonomic stressors for the development of











MSDs can vary considerably between facilities and within a facility. Most effective approaches











involve a combination of engineering controls, work practice controls and administrative controls.











Engineering Controls











Engineering controls are those modifications to the workplace that fundamentally change the











employee exposure by physically modifying the work or workplace. These changes include modi-fying











workstations, changing the tools or equipment used to perform the work, or modifying the











production techniques to eliminate or reduce the magnitude of one or more ergonomic stressors











for MSDs.











The following list of engineering control ideas/ concepts is not meant to be an exhaustive list but is











presented to give examples of engineering control ideas ( Cohen, 1997):











• 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 ( such as











using vacuum lifts to lift and move large panels and table tops, overhead hoists for











moving large cases, conveyance systems for moving casegoods or upholstered pieces)











• Changing the process or product to reduce employee exposures to ergonomic stressors











( reorienting parts on a cabinet line to allow for easy access with a screwgun)











• Modifying containers and parts presentation, such as height- adjustable material bins











• Changing workstation layout, which might include using height- adjustable work-benches











or locating tools and materials within short reaching distances ( height











adjustable upholstery bucks, suspended hand tools)











• Changing the way parts, tools and materials are manipulated— for example, using fix-tures











( 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











( suspended staple guns, screw guns)











• Changing tool designs— for example, pistol handle grips for knives to reduce wrist











bending postures required by straight- handle knives or squeeze- grip- actuated screw-drivers











to replace finger- trigger- actuated screwdrivers











• Changing materials and fasteners— for example, lighter- weight packaging materials to











reduce lifting loads, changing from a slotted screw to a Phillips head screw for easier











application











• Changing assembly access and sequence— for example, removing physical and visual











obstructions when assembling components to reduce awkward postures or static exer-tions











• Adjusting the work pace to relieve repetitive motion risks and give the employee











more control of the work process











• Providing anti- vibration and anti- fatigue materials— for example, gloves and floor mats











AFMA Voluntary Ergonomics Guideline for the Furniture Manufacturing Industry











15











In general, these controls are preferred over work practice and administrative controls because











they eliminate or significantly reduce the risk at the source. Further, engineering controls are often











found to be the most cost- effective solutions in the long term, because they tend to fix the prob-lem











completely and do not require ongoing administrative effort by management. In many cases











this may have an additional effect of decreasing employee training costs.











Illustrations in appendix G show a number of engineering controls that have been developed for











various furniture manufacturing work tasks. It should be noted that the effectiveness of an engi-neering











control is often task/ facility specific and therefore these solutions should be carefully con-sidered











with regard to a specific application. In creating these pages the company who submitted











the example briefly describes the problem that the control was built to address, describes the con-trol











( if possible, including a picture), discusses the impact of the control, cost of the control and











any additional comments.











Work Practice Controls











Work practice controls are those modifications to the work methods used by the employee to











reduce exposure to ergonomic stressors. Work practice controls can include both formal proce-dures











and policies developed by management and handed down to employees and supervisors—











for example, specific tasks that require a two- person lift— as well as more general informational











policies such as employees are to always lift with their legs not their backs. These work practice











controls should be understood and followed by managers, supervisors and employees. Often work











practice control development requires formal and regular training and education. Employees need











to be taught appropriate work techniques as well as basic body mechanics.











The following list of work practice control ideas/ concepts is not meant to be an exhaustive list but











is presented to give examples of work practice control ideas:











• Changing a lifting task from a one- person lift to a two- person lift ( upholsterers and











spring up operators)











• Encouraging employees to perform manual tasks with straight wrists where possible











• Encouraging employees to keep shoulders in a relaxed position while performing











manual tasks where possible











• Encouraging employees to perform lifting tasks with the load as close to the body as











possible and use the legs as much as possible to reduce the loading on the low back











• During brief pauses in the work cycle allowing the muscles to rest to reduce the accu-mulation











of fatigue ( micro breaks)











• Establishing policies and procedures for appropriate tool use ( random orbital sander











use policy)











• Requiring inspection of tools to verify that they are in good condition ( sharpening of











scissors and other tools to reduce force exertions)











The downside to the work practices control approach is that these controls require vigilance both











on the part of the employees and management to make them effective. In comparison with the











engineering controls, which fundamentally change the exposure of the employee to the stressor,











work practice controls have been shown to be disregarded in times of peak stress ( such as meeting











a production deadline). Specific examples include disregarding the two- person lift policy, use of











unorthodox and hazardous lifting techniques, and using the bare hand as a hammer because the











necessary mallet is too far away from the employee’s current location.











AFMA Voluntary Ergonomics Guideline for the Furniture Manufacturing Industry











16











Administrative Controls











Administrative controls are those control measures designed to reduce exposure of the employees











to ergonomic stressors through the development of specific policies/ procedures. While engineer-ing











controls are the preferred method of addressing these ergonomic stressors, administrative con-trols











can be helpful as temporary measures until engineering controls can be implemented or when











engineering controls are not technically feasible. In some cases, the combination of administrative,











engineering and work practice controls provide the best control option.











The following list of administrative control ideas/ concepts is not an exhaustive list but is present-ed











to give examples of administrative control ideas ( Cohen, 1997):











• Rotating employees through several jobs with different physical demands to reduce the











stress on limbs and body regions ( job rotation)











• Broadening or varying the job content to offset certain ergonomic stressors ( job











enlargement)











• Implementing appropriate work- hardening procedures for new employees











• Scheduling more breaks to allow for rest and recovery











• Reducing shift length or amount of overtime allowed











• Training in the recognition of ergonomic stressors and instruction in work practices











that can ease the task demands or burden











• Implementing mandatory warm- up and stretching exercises











Since administrative controls do not eliminate hazards, one of the ongoing costs of administrative











controls is that management must ensure that the practices and policies are followed. This may











involve weekly development of job rotation schedules, continuous training of employees to allow











for job enlargement, and ongoing training and education. Further, job rotation ( one of the often











used administrative control approaches) requires that the person creating the job rotation is able to











identify an appropriate sequence of jobs that allows body parts stressed under one task to rest dur-ing











another, a challenging task in most workplaces. Challenges with regard to job rotation include











establishing the acceptable duration of exposure to the hazardous task and the training and cross-training











time and cost often required. Training the workforce on sound body mechanics and good











work practices has been shown to be an effective tool to reduce risk of injury, especially in situa-tions











when work activities do not run “ as scheduled” and the individual employee must work in











an environment without the appropriate engineering control.











Documentation of Ergonomic Improvements











As companies take steps to control ergonomic stressors in the workplace, it is imperative to track











and document improvements that affect employee morale, productivity and quality. Time, effort











and money spent on these projects should be documented in a manner that allows the organization











to continue its efforts to eliminate ergonomic stressors as new processes enter the workplace.











Ergonomic projects and improvements should be documented regardless of size, impact, cost or











scope. Even projects that failed to attain the goals of the project should be documented, as valu-able











lessons can be learned from failures as well as successes.











Although companies may choose different methods to document ergonomic improvements and no











single method will satisfy every company’s needs, there are some elements that should be incor-porated











into most documentation processes. Appendix H provides a summary of documentation











points to assist companies in developing their own ergonomic documentation process.











AFMA Voluntary Ergonomics Guideline for the Furniture Manufacturing Industry











17











Additionally, a sample tool is provided. Appendix I provides a brief discussion to determine the











return on investment ( ROI) for an ergonomics project as well as a sample calculation.











Web- based Repository











Innovative people in the furniture manufacturing industry continue to develop new control meas-ures;











consequently, those control measures displayed here are only part of what will be available











in the future. Therefore, this document should not be perceived as a static document, but instead











as a living document that will continue to grow as new ergonomic solutions are created. This copy











contains a subset of the ergonomics control strategies that have been created to date and have been











generously shared by the companies who developed them. A more complete listing of control











strategies can be found at http:// www. afma4u. org/. It is hoped that as readers of this document and











the Web site continue to develop ergonomic interventions for their facilities that they will share











those ergonomic interventions with the rest of the industry in an effort to reduce the overall inci-dence











of MSDs.











Contact the American Furniture Manufacturers Association











through Bill Perdue at bperdue@ afma4u. org











or Gary Mirka, Ph. D., at mirka@ eos. ncsu. edu











in the Department of Industrial Engineering











at North Carolina State University.











AFMA Voluntary Ergonomics Guideline for the Furniture Manufacturing Industry











18











Administrative Management











Ergonomics Training Practices











Training and education are an integral part of a comprehensive strategy to reduce the incidence











and severity of work- related injuries, particularly those that often have a pattern of gradual onset











such as cumulative trauma disorders. Training is necessary to equip management, employees and











the on- site ergonomics team with the knowledge and skills necessary to be a part of a system to











recognize and control these disorders. The specifics of the training that are outlined below may











vary depending on the specific group to be trained and their role in this effort. The benefits to be











gained by an effective ergonomics training program are the reduction in both the numbers and











severity of work- related MSD injuries/ illnesses and, as a result, a reduction in costs.











Management Training











Training and education of management is specifically focused on basic education and the ways











that management can most effectively facilitate the work of the employees in their facility. Typical











content of management training sessions should include:











• Basic principles involved in ergonomics











• Basics of effective ergonomic task/ workplace design











• Components of a sound ergonomics program











• Resources required to make the program work











• What to expect as the ergonomics program is developed











• Benefits of a sound ergonomics program ( positive impact on quality, efficiency, pro-ductivity











and injury cost control).











Management training is generally the first training performed to ensure management’s commit-ment











to the process. This training is usually completed in a 1– 1.5 hour time frame. The benefits











gained through management training are:











• Management’s understanding of how these disorders develop











• Management’s understanding the importance of the application of ergonomics to their











prevention











• Solidification of management’s commitment to the ergonomics process











Ergonomics Team Training











The training of the ergonomics team is, by necessity, much more in- depth and hands- on than the











management training. The ergonomics team is the group of individuals responsible for the devel-opment











and maintenance of the ergonomics effort within the facility. As such, they should be











trained to use the various ergonomics tools that are employed during the identification of











ergonomics concerns and control process. Toward this end, the content of this training should











include the following:











• Basic principles involved in ergonomics











• Methods of identifying high- risk jobs











• Methods of evaluating jobs to identify potential problem areas











• Methods of effective ergonomic task/ workplace design











• Components of a sound ergonomics program











• Hands- on work addressing the ergonomic issues in a specific set of jobs











AFMA Voluntary Ergonomics Guideline for the Furniture Manufacturing Industry











19











Training time for the team can vary in length, but it is typically accomplished in a two- day format











that includes a considerable amount of hands- on learning where the participants perform an evalu-ation











of a specific job in their own facility. The benefits gained through ergonomics team training











are:











• Development of in- house expertise in the identification and control of problem jobs











• Reduced reliance on external consultants











• Ability of a facility to have a “ rapid response” to a concern raised by shop floor











employees











Shop Floor Employee Training











The training for shop floor employees should be very focused training that presents the informa-tion











necessary for these individuals to be a functional part of this ergonomics process. Topics gen-erally











covered in such training include:











• Basic principles involved in ergonomics











• Workplace ergonomic stressors











• Non- work- related risk factors for the development of MSDs











• Early warning signs and symptoms for MSD development











• How to interact and express concern to individuals responsible for ergonomics in the











facility











• Benefits to the business and to the individual that accrue from learning and applying











sound ergonomic principles.











This should be very focused training that can be completed in 30– 45 minutes and conducted in











groups of 20– 40 employees. Industry experience indicates that hands- on training is very effective.











Training with examples is also recommended. The benefits gained through shop floor employee











training are:











• Early reporting of discomfort potentially leading to a solution before a problem











becomes chronic and costly











• Employee awareness of non- work activities that can contribute to musculoskeletal dis-orders











• Having the employees equipped with the tools necessary to participate actively in the











ergonomics program including solution development











Appendix J provides training and education approaches that have been successful in furniture











manufacturing companies.











Employee Placement Strategies











Many jobs in the furniture manufacturing industry, by their nature, require robust physical attrib-utes











( strength and endurance) on the part of the operator due to the basic physical dimensions of











the product being produced. While job placement strategies are not regarded as the “ ultimate solu-tion”











to ergonomic concerns, for jobs that do not present feasible engineering controls or adminis-trative











controls, they represent measures that can be used to improve the fit between specific,











high- challenge jobs and the capabilities of job candidates. All efforts should be made to use engi-neering











controls to reduce stresses to levels that present little or no risk to the widest possible seg-ment











of the working population. In the furniture manufacturing industry, job placement proce-dures











can augment these engineering controls and can be a valuable tool in reducing the incidence











and severity of work- related MSDs.











AFMA Voluntary Ergonomics Guideline for the Furniture Manufacturing Industry











20











Evaluation Process Characteristics











One of the major considerations in devising and implementing a structured job placement proce-dure











is the duty of employers to comply with federal, state and local equal opportunity laws and











regulations including the Americans with Disabilities Act ( ADA). In these cases it is best for the











company to consult with its human resources manager and/ or general counsel. This document











does not purport to provide legal advice; however, research relative to this issue shows that a











number of considerations are important to this matter.











Evaluation Process Models











Neither the American Association of Occupational Health Nurses, the American Physical Therapy











Association, nor the American College of Occupational and Environmental Medicine have a prac-tice











guideline or standard protocol for performing physical capacity evaluations of candidates for











employment. Therefore, the models available consist of proprietary methods developed by indi-vidual











companies serving as consultants to management. The following key points summarize











several of the approaches commonly used. An expanded view of this information is included in











appendix K.











Placement evaluation measures must be:











• Job- related. The evaluation process must rest on a foundation that addresses the











essential functions of the work activity performed, on a job- by- job basis.











• Objective. In other words, physical capabilities are quantified and based on sound











medicine/ science. An example is a measurement such as the ability to exert force of a











certain magnitude, in a specific direction, for a defined time interval.











• Capable of being validated, in comparison with characteristics of the population











engaged in the specified work activity. This means that the performance characteristic











is one that is exhibited by members of the group actually doing the work activity.











• Administered to all applicants for the open position. An employer cannot “ pick and











choose” those to be evaluated, based upon their physical characteristics, work history











or other criteria.











• Safe to perform. Based upon the review of a healthcare professional, there is a low











level of risk of injury to the person participating in the evaluation. This assumes the











candidates follow the protocols and that they disclose any pre- existing conditions that











may affect their risk of injury.











• Standardized. Each candidate is given the same instructions, and tests are administered











and results recorded the same way. This means that the process must be well docu-mented











and that adequate training is provided to those performing the evaluations.











• Designed and administered in a manner that protects the confidentiality of the infor-mation











gathered. The evaluation process and the information generated from it must











be handled in a manner that complies with applicable laws and standards.











• Economical to perform. Variables include the current employment turnover rate, time











and cost involved in performing the evaluations, and effects on recruitment efforts in











the local labor market. Note that using an evaluation process such as the one described











may result in lower employment turnover because of improved candidate/ job fit.











• Consistent with any labor agreements that may exist.











• Designed in a manner that prevents discrimination against qualified candidates with











disabilities. Review of the evaluation process by an attorney knowledgeable of the











subject is advised.











AFMA Voluntary Ergonomics Guideline for the Furniture Manufacturing Industry











21











In general, the following elements are included in the evaluation process:











• Job analysis��� measuring the forces, postures and other characteristics of the job. This











should be performed by a knowledgeable and qualified individual and be documented.











The results of the analysis should be used to construct the test elements.











• Conditional offer of employment— subject to the candidate’s demonstration that he or











she can meet the job requirements.











• Review of a written summary of job requirements by the candidate and a response as











to whether or not the candidate thinks he or she can meet the requirements— with or











without accommodation.











• Prior to test administration, the candidate is presented with information on the test and











is asked to disclose information that may affect the safe administration of the test— for











example, any restrictions on exertion that have been set by the candidate’s physician. A











consent form that discloses foreseeable risks ( of performing the test) is signed and











dated by the candidate.











• A basic physical assessment should be conducted by a knowledgeable and qualified











individual to rule out any obvious contra- indications to the test— such as elevated heart











rate, blood pressure and medical history.











• The test is performed using a standard protocol, and the results are documented and











discussed with the candidate.











• Based upon the protocol, a decision is made, whether or not to place the candidate in











the position applied for, offer a different position or withdraw the offer.











Costs of Neglecting Appropriate Evaluation of Job Candidates











Although there is no evaluation process model that carries zero risk, structured job placement pro-cedures











are intended to help prevent a situation in which someone who is unsuited to a particular











job is placed into it and is then injured because of a mismatch between job demands and his or her











physical capabilities. In this scenario neither the employer nor the employee wins. The costs asso-ciated











with placing an applicant in a job that exceeds that individual’s physical capabilities are the











same as those that result from poor workplace design— workers’ compensation costs, medical











costs and the less prominent indirect costs.











Management of MSDs











For an ergonomics program to be effective, organizations must address the reactive ( after injury)











as well as the proactive ( before injury) aspects of ergonomics. A health care delivery system, or











MSD management program, should be established to provide injured employees with prompt care











for evaluation, treatment and follow- up of workplace MSD problems. An effective MSD manage-ment











system can benefit both employers and employees by minimizing injuries, reducing time











away from work, reducing the severity of an injury and reducing medical costs. All MSD manage-ment











programs should be established in cooperation with a physician or occupational health nurse











( OHN) with training in the prevention and treatment of MSDs.











Goals of MSD management are to:











• Identify signs and symptoms as soon as they occur











• Ensure proper evaluation and treatment of injured workers











• Ensure safe and timely return to work for injured workers











AFMA Voluntary Ergonomics Guideline for the Furniture Manufacturing Industry











22











A general process can be used to effectively manage musculoskeletal disorder cases ( see figure 6).











This process includes health care management, such as evaluation of the injured employee and











treatment of symptoms, as well as ergonomics evaluation of the work area and job tasks to deter-mine











possible work accommodations. The coordination of health care and ergonomics initiatives











allows an organization to optimize its ability to get employees back to work quickly, minimize











risk of reinjury and minimize the need for lost work time. To be successful, regular communica-tion











and cooperation among managers, employees, health care providers and claim representatives











are necessary.











Figure 6: General Process for Managing MSD Cases











Identifying Signs and Symptoms of MSDs











Signs and symptoms of MSDs including cumulative and acute trauma, vary depending on the











severity and complexity of the problem. MSD signs and symptoms may include both subjective











symptoms, which are reported by the injured employee, and objective signs, which are noted by











an examiner. These signs and symptoms help a health care provider establish treatment options.











Injured











Employee











Healthy











Employee











MSD Evaluation











Treatment











Work Area/











Task Evaluation











Work











Accomodation











HEALTH CARE











ERGONOMICS











The most common signs and symptoms include, but are not limited to:











• Subjective symptoms











• Discomfort or pain











• Numbness











• Burning or tingling











• Tightness











• Weakness or stiffness











• Objective signs











• Swelling











• Redness











• Loss of range of motion











• Muscle wasting











AFMA Voluntary Ergonomics Guideline for the Furniture Manufacturing Industry











23











Reporting an MSD











Early reporting of signs and symptoms of MSDs is the first step in reducing the severity and asso-ciated











costs of MSDs. Well- defined procedures should be developed for injured employees to











report symptoms and MSD complaints. Through education and training, all employees should be











aware of the signs and symptoms of MSDs and the proper reporting mechanisms to ensure timely











and appropriate evaluation and treatment. If symptoms of an MSD are addressed promptly and the











underlying ergonomic stressor eliminated, the symptoms of the MSD often resolve within a short











time frame and require little to no involvement from an off- site health care professional. Treating











MSD symptoms early typically reduces lost work time and medical costs. If symptoms are











allowed to progress to more severe stages, treatment may be more advanced and expensive.











MSD Evaluation and Treatment











Employees reporting signs and symptoms of MSDs should be assessed to determine, at a mini-mum,











the nature of the complaint, location of symptoms, extent of problem and possible con-tributing











factors. This information should be documented and maintained with the employee’s











medical files. MSD evaluation can involve several assessment methods including health assess-ment











and physical assessment. A health assessment can provide occupational, social and medical











histories of the injured employee. A physical assessment classifies the symptoms of the reported











MSD as subjective or objective and provides a more definitive picture of the reported concern.











The health assessment or history, physical assessment and knowledge of the job factors are all











important in determining work- relatedness. Additional information and several formats for con-ducting











these assessments are provided in appendix L.











A process for treatment of MSDs is best initiated in the early stages of subjective symptom devel-opment.











An in- house conservative care process should be developed to promote early reporting











and intervention so problems can be resolved in a timely manner and more serious conditions can











be prevented. Conservative care may involve both medical treatment and ergonomics intervention.











Suggested treatment processes based on commonly used protocols and conservative care decision











processes and guidance for medical referrals are provided in appendix M.











Conservative medical treatment may involve the administration of an anti- inflammatory medica-tion,











ice and/ or heat, rest, stretching exercise, and work accommodations. These first aid treatment











procedures can often be administered by an in- house health care provider ( HCP). For more severe











symptoms, advanced treatment and referral to an off- site HCP may be necessary. Advanced treat-ment











may include prescription drugs, therapy, splints, surgery and/ or rehabilitation.











Concurrent to conservative medical treatment, an ergonomics evaluation of the injured employee’s











work area, job tasks and work methods should be performed. The evaluation should address all











aspects of the employee’s job that may contribute to problem development. Accommodations, or











control measures, should be prioritized and implemented to minimize risk of reinjury.











Return- to- Work Programs











Return- to- work programs are essential to the success of an injured employee achieving his or her











optimal level of functioning. Careful management and coordination of the injured employee’s











health care, ergonomics evaluation of the work area and job tasks, and good communication











among all individuals involved in the process is key to a successful return- to- work program.











AFMA Voluntary Ergonomics Guideline for the Furniture Manufacturing Industry











24











Several points to consider when establishing an effective return- to- work program:











• Return- to- work should be determined on an individual basis.











• The HCP should indicate specific restrictions ( e. g., use of extremity, sitting or standing,











length of duty, length of work week, and estimated time of limited duties).











• The HCP along with the injured employee and the case manager should determine both











short- term and permanent restrictions in work activities for the injured employee.











“ Modified duty” or “ light duty” assignments, hereafter called alternate duty, are jobs that provide











work accommodations for employees who require special physical work considerations specific to











the MSD injury or illness. They are used to promote recovery and prevent physical harm to spe-cific











body parts that are affected. Each case is evaluated as an individual and unique situation











based on physical assessment findings or assigned diagnosis and on physical capabilities revealed











by an examination. Alternate duty assignments may involve performing: a different than usual job











activity with few ergonomic stressors, a reduced number of usual job tasks or all usual job tasks at











a reduced pace, to name a few.











Each individual assigned an alternate duty task should have, as a goal, the return to his or her











usual job without restrictions and risk of reinjury. It is important to evaluate all jobs performed by











the employee to determine potential stressors and identify primary areas of change prior to com-plete











return to work. Additionally, the following points should be considered for alternate duty











assignments:











• The modified duty positions should be medically appropriate for each individual











enrolled in the program and should be consistent with previous work experience, skills











and work rule situations.











• The employee should be gradually acclimated to the alternate duty task to ensure prop-er











development of skills and to reduce the risk of injury to other body parts.











• All employees in the alternate duty program should have a defined duration of modi-fied











duty, varying with the type and extent of the particular medical situation.











• Each employee in the modified duty program should be monitored to ensure that he or











she is progressing appropriately. If adequate progress is not seen or if an individual has











an exacerbation of symptoms, the individual should to be re- evaluated to assess suit-ability











for continuing in the program.











AFMA Voluntary Ergonomics Guideline for the Furniture Manufacturing Industry











25











Ergonomics Program Evaluation











Every company wants its ergonomics efforts to be successful and effective. Therefore, a process











for evaluating the success of the overall ergonomics program should be developed. This process











allows a facility to track and measure the effectiveness of each program element and to make peri-odic











adjustments as appropriate or necessary.











Typical evaluation techniques include qualitative methods ( question/ answer type responses) as











well as quantitative ones ( compiling numbers and measures from various sources). The frequency











of evaluation varies per program element and component, but it is generally recognized that over-all











program evaluation should occur on a semiannual basis. The evaluation results should be docu-mented











and shared with management and the ergonomics team.











The most successful ergonomics programs show reductions in ergonomics- related incidence,











reductions in severity of cases and reductions in costs associated with the incidents over a period











of time. Concurrently increases in productivity, operation and worker efficiency, quality standards











and employee morale are viewed as success measures especially when experienced in conjunction











with reductions in employee complaints and discomfort.











It should be noted that in the early stages of program implementation, it is natural to experience











an increase in reported discomfort and MSD incidence. This is often due to a heightened aware-ness











for early reporting of discomfort and concerns. Over time, as cases are evaluated, treated and











resolved, and changes are made to the work areas, the number of incidents and severity of cases











should decrease. It is important to recognize that with an effective and successful early reporting











program for MSDs, there may be a number of incidents on the injury/ illness logs, but the severity











of the cases should be reduced. Decreased severity typically yields decreased costs. A comparison











of costs to benefits can be performed for a complete ergonomics program using the return on











investment strategy as outlined in appendix I.











General questions for evaluating an ergonomics program are included in appendix N. It is impor-tant











to establish measurements and evaluation criteria pertinent to the programmatic elements and











components of each facility.











AFMA Voluntary Ergonomics Guideline for the Furniture Manufacturing Industry











27











Appendixes











AFMA Voluntary Ergonomics Guideline for the Furniture Manufacturing Industry











28











Appendix A: Common MSDs in the Workplace











Common Cumulative Trauma Disorders in the Workplace











• Tendinitis is an inflammation of a tendon usually associated with overuse of that ten-don











or rubbing of the tendon against bone.











• Epicondylitis is an inflammation of the tendon attachments on the inside of the elbow.











Medial epicondylitis ( often called golfer’s elbow) is associated with repetitive flexion











of the wrist while exerting a grip force ( manual screwdriver action). Lateral epi-condylitis











( often called tennis elbow) is associated with repetitive gripping exertions











with an extended wrist.











• Carpal Tunnel Syndrome is a group of signs and symp-toms











associated with swelling within the carpal tunnel.











The carpal region stretches from the lower palm to the











tender portion of the wrist. A bundle of tendons and the











median nerve are located within the carpal tunnel, which











is about the size of a dime. Exposure to stressors can











cause swelling within the tunnel. This can also cause the











tendons to enlarge and impinge the median nerve result-ing











in pain and numbness.











• Tenosynovitis is an inflammation of the synovial sheath











that covers the tendon. De Quervain’s Syndrome is a common tenosynovitis of the











thumb tendons resulting from the repetitive motions of the thumb.











• Trigger Finger is a common term for tendinitis or tenosynovitis that causes locking of











the finger( s) while bending or flexing.











• Raynaud’s or Vibration Syndrome is a circulatory disorder that is also called the











“ white finger syndrome.” Symptoms such as pain and whitening of hands and fingers











are exacerbated by cold and vibration.











• Thoracic Outlet Syndrome can be caused by several different problems. The thoracic











outlet is the route utilized by nerves and blood vessels to pass from the upper body into











the arms. Nerves and blood supply passing through the thoracic outlet may be pinched,











which then causes pain and/ or numbness down the arm and to the fingers. Repetitive











reaching above the head or behind the body are thought to stress this region.











• Low back pain of cumulative origin is thought to be a result of natural, gradual











changes in the passive tissues of the spine ( disks, ligaments and vertebrae) with age,











but it is thought to be accelerated due to work activities involving repetitive lifting,











awkward postures and forceful exertions.











Ergonomic- related Acute Trauma











• Strained muscles can occur when a muscle is overloaded resulting in the partial tear-ing











of fibers. Scar tissue may form, which can cause chronic tension and make the











muscle susceptible to reinjury. Common muscle strains occur in the shoulders, upper











arms, forearms and low back.











• Low back pain of acute origin is generally attributed to muscle strains of the lumbar











region. Poor lifting postures, heavy loads and/ or repetitive exertions are often cited as











activities that preceded the acute injury. In many cases the specific cause of acute low











back pain is unknown.











AFMA Voluntary Ergonomics Guideline for the Furniture Manufacturing Industry











29











Appendix B: Posture Identification Sheet











Appendix C:











Core Elements of an Ergonomics Program











From: Ergonomics Program Management Guidelines for Meatpacking Plants











An effective occupational safety and health program to address ergonomic hazards in the meat-packing











industry includes the following four major program elements: worksite analysis, hazard











prevention and control, medical management, and training and education.











1. Worksite Analysis











Worksite analysis identifies existing hazards and conditions, operations that create hazards and











areas where hazards may develop. This also includes close scrutiny and tracking of injury and











illness records to identify patterns of traumas or strains that may indicate the development of











cumulative trauma disorders ( CTDs).











2. Hazard Prevention and Control











Once ergonomic hazards are identified through the systematic worksite analysis discussed











above, the next step is to design measures to prevent or control these hazards. Thus, a system











for hazard prevention and control is the second major program element for an effective











ergonomics program.











Ergonomic hazards are prevented primarily by effective design of the workstation, tools and











job. To be effective, an employer’s program needs to use controls to correct or control











ergonomic hazards including the following:











• Engineering controls











• Work practice controls











• Personal protective equipment ( PPE)











• Administrative controls











3. Medical Management











Implementation of a medical management system is the third major element in the employer��s











ergonomics program. Proper medical management is necessary both to eliminate or materially











reduce the risk of development of CTDs through early identification and treatment of signs and











symptoms and to prevent future problems through development of information sources.











4. Training and Education











The fourth major program element for an effective ergonomics program is training and educa-tion.











The purpose of training and education is to ensure that employees are sufficiently











informed about the ergonomic hazards to which they may be exposed, so that they are able to











participate actively in their own protection. Employees must be adequately trained about the











employer’s entire ergonomics program.











The full guidelines can be found at http:// www. osha. gov/ Publications/ osha3123. pdf.











AFMA Voluntary Ergonomics Guideline for the Furniture Manufacturing Industry











30











AFMA Voluntary Ergonomics Guideline for the Furniture Manufacturing Industry











31











Appendix D: Team Structures and Activities











Ergonomics Team Structures











Example 1:











Example 2:











Ergonomics Team











Project Specific











Subteams











Project Specific











Subteams











Project Specific











Subteams











Project Specific











Subteams











Plant Manager











Superintendents











HR/ Training











Health Services











Safety











Engineering/ Maintenance











Supervisor Reps











Employee Reps











Subteams: Selected operators depending on project











Projects: Issue specific and determined by departmental teams











6











Departmental











Ergonomics











Team











Departmental











Ergonomics











Team











Departmental











Ergonomics











Team











Departmental











Ergonomics











Team











Subteams Subteams Subteams Subteams











Maintenance/











Engineering











Health Services











HR/ Training











Safety











Ergonomics Steering Committee











Members:











Plant Manager











Team Leaders











Support Functions











Superintendents











Support Functions











Subteams: Selected operators depending on project











Projects: Issue specific and determined by departmental teams











Team Members:











Team Leader











Employee Reps











Support Functions











( as needed)











6











6











6











9











AFMA Voluntary Ergonomics Guideline for the Furniture Manufacturing Industry











32











Training for the Team











To be effective, the team should be appropriately trained to identify, prioritize, analyze and correct











ergonomic hazards or deficiencies in the workplace.











• Suggested training topics include:











• Basic ergonomic principles











• Cumulative trauma disorders and other ergonomic- related problems











• Trends analysis











• Identification and prioritization of ergonomic stressors











• Developing appropriate control measures











• Troubleshooting problematic jobs











• Workplace design criteria











Establishing Subteams











To assist the ergonomics team, subteams can be effective in identifying ergonomic problems,











implementing corrective measures, pilot testing control measures, evaluating job methods, etc. It











is best to engage employees that work on the job or have some association to the identified prob-lem.











Each subteam developed should have a leader or coordinator. It is usually best to appoint a











member of the main ergonomics team. Additional staff can be added as appropriate to assist in the











efforts ( e. g., maintenance, engineering, safety and health, supervisors, etc.).











Emphasize the strengths of these subteams and keep their goals in perspective. Consider the fol-lowing











key points:











• Keep the subteam size manageable.











• Narrow the focus of the team as much as possible.











• Encourage them to pinpoint key areas of concern.











• Work efficiently to achieve established goals.











The subteam leaders should encourage as many ideas as possible in an effort to eliminate or











reduce identified concerns. Normally, if the concerned employees have a part in the decision- mak-ing











process, they are more receptive to any changes made.











Running an Effective Team Meeting











To run an effective team meeting, team leaders should be prepared. Some suggestions for conduct-ing











an efficient meeting are shown below:











• Establish an agenda for the meeting ahead of time. Distribute it before the meeting ( if











possible) to ensure all members come prepared to give an update on their assignments











or projects, or to discuss new items.











Suggested agenda topics:











• Prioritized issues:











– Description of project











– Project discussion— identified stressors, problems, complaints, etc.











– Responsible individual( s)











– Project time table











– Project status ( follow through to completion)











AFMA Voluntary Ergonomics Guideline for the Furniture Manufacturing Industry











33











• New items:











– Discussion of concerns











– Establish priority and communication of follow- up discussion











– Make assignments as necessary











• Begin meetings promptly and stick to the agenda.











• Even with an agenda, allow the group to freely exchange ideas when discussing all











issues. No ideas are bad ideas. Work together to determine the best solution. Keep in











mind that interim solutions may be necessary.











• Document all meetings with minutes. Be sure to keep documentation of all projects,











priorities, status and designated project leader.











• Establish timetables and deadlines for all projects.











• Establish time and goals for the next meeting.











AFMA Voluntary Ergonomics Guideline for the Furniture Manufacturing Industry











34











Appendix E: Spreadsheets for OSHA 300 Log











Trends Analysis











Form 300 Summaries for Back Injuries and MSDs











Number











123456789











10











11











12











13











14











15











16











17











18











19











20











21











22











23











24











25











26











27











28











29











30











31











32











33











34











Case Location Death Other











No.











Job











Title











Body











Part











M-Code











1











M-Code











5











#











Days











Away











#











Transfer/











#











Restricted











Injury











Date











AFMA Voluntary Ergonomics Guideline for the Furniture Manufacturing Industry











35











Form 301 Summaries for Back Injuries and MSDs











Number Case











No.











Prior











Activity











Description











of Incident











Object/ Substance











Causing Harm











Body Part











and How











Affected











Age M/ F Hired











123456789











10











11











12











13











14











15











16











17











18











19











20











21











22











23











24











25











26











27











28











29











30











31











32











33











34











35











36











37











38











39











AFMA Voluntary Ergonomics Guideline for the Furniture Manufacturing Industry











36











Appendix F:











Tools for Identifying











Ergonomics Concerns











AFMA Voluntary Ergonomics Guideline for the Furniture Manufacturing Industry











37











Equipment/ Process Safety Assessment Checklist











All new standard, modified and specialized equipment must be evaluated by safety/ environmental and approved prior











to being placed into production. Modifications to existing machinery also require a safety assessment. The following











checklist is to be utilized to evaluate and eliminate hazards. The checklist is generic and may not cover every possible











situation. The individual ordering equipment, the supervisor and the safety coordinator are responsible for ensuring that











safety and health concerns are addressed before the machine is placed into production in order to prevent employee











injury and reduce costs associated with retrofitting machinery with safeguards and controls. The checklist is not consid-ered











completed until the pre- start- up review is completed, signed by the supervisor and a member of the safety depart-ment,











and returned to engineering for filing.











Safety Is a Core Value!











Whenever an item on the machine review document is answered with a response of “ no,” the safety director/ coordina-tor











must document the item/ issue in question and note what action will be taken to correct the hazard( s) and by whom











such action will be taken before the machinery is placed into production. The information is to be documented in the











table found at the end of each section. A member of the safety department and supervisor must sign off on the assess-ment











before the equipment/ process is allowed to be placed into production.











_______________________________________________ __________________________________________________











Date Individual Initiating Action











_______________________________________________ __________________________________________________











Plant/ Department RFE Number











Project Description: _______________________________________________________________________________











__________________________________________________________________________________________________











__________________________________________________________________________________________________











1. Initial Safety Review ( initial RFE) Date: _____________________________________________











_________________________________________ __________________________________________________











Engineer Other











_________________________________________ __________________________________________________











Safety Department Environmental











**************************************************************











2. Build Review ( before leaving shop) Date: _____________________________________________











_________________________________________ __________________________________________________











Engineer Other











_________________________________________ __________________________________________________











Safety Department Environmental











**************************************************************











3. Pre- Start- up Review ( installation) Date: _____________________________________________











_________________________________________ __________________________________________________











Engineer Other











_________________________________________ __________________________________________________











Safety Department Environmental











**************************************************************











Upon completion, forward a copy of the completed checklist to facility engineering.











AFMA Voluntary Ergonomics Guideline for the Furniture Manufacturing Industry











38











1. ENVIRONMENTAL











YES NO











􀂉 􀂉 a. Does this project involve the addition or modification of any air emission source or control











devices? If yes, have permit applications been filed?











􀂉 􀂉 b. Does this permit affect the “ potential” to emit regarding air, dust, boiler or waste processes? If











yes, has a permit application or review been initiated?











􀂉 􀂉 c. Does project generate a new waste stream? If yes, have arrangements been made to handle the











new waste?











______________________________________________________________________________











______________________________________________________________________________











______________________________________________________________________________











2. LIFTING DEVICES AND MATERIAL HANDLING











NOTE: This section does not need to be completed if material- handling equipment ( cranes, hoists, etc.) are not











involved in the installation of new machinery or changes to existing machinery.











YES NO N/ A











􀂉 􀂉 􀂉 a. Have crane and hoist systems been approved by a structural engineer?











􀂉 􀂉 􀂉 b. Is the rail/ beam labeled with the rated load?











􀂉 􀂉 􀂉 c. Is the hoist labeled with the rated load?











􀂉 􀂉 􀂉 d. Are safety latches provided on all hoist hooks, including the hooks used to attached the











hoist to the rail, trolley or structure?











􀂉 􀂉 􀂉 e. Have proof testing inspection tags been assigned?











􀂉 􀂉 􀂉 f. Has the installation of lifting devices been communicated to maintenance and recorded and











logged for routine inspections?











􀂉 􀂉 􀂉 g. Have all material handling concerns been addressed ( this may include items other than











those outlined above)?











Number Action to be Taken Assigned to:











_________ _________________________________________________________ _______________________











_________ _________________________________________________________ _______________________











_________ _________________________________________________________ _______________________











_________ _________________________________________________________ _______________________











3. FIRE SAFETY











YES NO N/ A











􀂉 􀂉 􀂉 a. Is the machinery being placed so that it does not block an egress path, fire extinguisher or











fire alarm?











􀂉 􀂉 􀂉 b. If the new machinery requires shutting down a sprinkler system, has this effort been com-municated











to Factory Mutual and ADT well in advance of the date required?











􀂉 􀂉 􀂉 c. Is the new machinery installed so that it will not interfere with the operation of sprinkler











systems?











􀂉 􀂉 􀂉 d. Have process/ equipment which create a fire hazard from new materials been eliminated?











Number Action to be Taken Assigned to:











_________ _________________________________________________________ _______________________











_________ _________________________________________________________ _______________________











_________ _________________________________________________________ _______________________











_________ _________________________________________________________ _______________________











4. INDUSTRIAL HYGIENE











YES NO N/ A











􀂉 􀂉 􀂉 a. Has noise exposure been measured? The time- weighted average ( TWA) decibel level is











_________ decibels. If noise levels are unknown, the safety department must be contacted











to perform noise monitoring.











􀂉 􀂉 􀂉 b. If noise monitoring indicated TWA noise levels equal to or greater than 85 decibels, have











signs been posted indicating that hearing protection is required?











􀂉 􀂉 􀂉 c. Has a chemical review/ approval been completed and MSDS sheets been supplied for any











new chemicals used in the process?











AFMA Voluntary Ergonomics Guideline for the Furniture Manufacturing Industry











39











􀂉 􀂉 􀂉 d. Has air sampling been performed to ensure that dusts, fumes, vapors, gases and mists that











result from use of the equipment are below OSHA permissible exposure levels? Has ade-quate











local exhaust ventilation been provided for the control of contaminants?











􀂉 􀂉 􀂉 e. Are bonding and grounding devices available to use during transfer of flammable liquids?











􀂉 􀂉 􀂉 f. Are eye wash stations available and easily accessible where corrosives and other materials











that are hazardous to the eyes and skin are used?











􀂉 􀂉 􀂉 g. Have all confined space hazards in the project been addressed and entrance procedures











written?











􀂉 􀂉 􀂉 h. Have hazards posed by extremes in temperature ( heat/ cold) been controlled/ eliminated?











􀂉 􀂉 􀂉 i. Have potential hazards posed by lasers/ radiation been controlled/ eliminated?











􀂉 􀂉 􀂉 j. If necessary, have employees been informed of personal protective equipment requirements











( respiratory protection, gloves, face shields, goggles, etc.)?











􀂉 􀂉 􀂉 k. Have all industrial hygiene issues been addressed ( this may include items other than those











outlined above)?











Number Action to be Taken Assigned to:











_________ _________________________________________________________ _______________________











_________ _________________________________________________________ _______________________











_________ _________________________________________________________ _______________________











_________ _________________________________________________________ _______________________











5. LOCKOUT/ TAGOUT











YES NO N/ A











􀂉 􀂉 􀂉 a. Is the main power disconnect capable of being padlocked in the off position ( or unplugged











when not 3- phase) and located within 50 feet of the equipment?











􀂉 􀂉 􀂉 b. Are all supply valves ( air, hydraulic, steam, etc.) capable of being locked out and handles











provided with a means for locking out? Are valves that automatically bleed downstream air











installed?











􀂉 􀂉 􀂉 c. Has a machine- specific lockout/ tagout procedure been developed, documented and posted











at the machine that outlines the specific steps for the isolation of the machinery from its











energy sources, the release of any stored energies, and the steps necessary to verify that the











machinery is effectively locked out?











􀂉 􀂉 􀂉 d. Have electrical disconnects and shut- off valves used in lockout/ tagout procedures been











identified by tags and referenced in machine- specific procedures when their location is not











immediately obvious?











􀂉 􀂉 􀂉 e. Have all lockout issues been addressed ( this may include training and written operating











procedures)











Number Action to be Taken Assigned to:











_________ _________________________________________________________ _______________________











_________ _________________________________________________________ _______________________











_________ _________________________________________________________ _______________________











_________ _________________________________________________________ _______________________











6. ERGONOMICS











YES NO N/ A











􀂉 􀂉 􀂉 a. Have material handling equipment and mechanical lifting equipment been provided to











eliminate or reduce: highly repetitive tasks, heavy lifting greater than 40 pounds, excessive











reaching, bending, twisting, etc.?











􀂉 􀂉 􀂉 b. Is proper working height achieved by adjustability of standing platforms, use of lift tables,











adjustable chairs, etc., where possible?











􀂉 􀂉 􀂉 c. Are twisting motions minimized by the use of conveyors or turntables, or by providing











enough room for the employee to turn his or her whole body?











􀂉 􀂉 􀂉 d. Is the work station designed so tools and machine controls are close to the station and











designed to allow the worker to handle material close to the body?











AFMA Voluntary Ergonomics Guideline for the Furniture Manufacturing Industry











40











􀂉 􀂉 􀂉 e. Has work with the hands or elbows at or above shoulder level been minimized? Is the job











designed to allow work to be performed near the elbow height range of most workers ( 40-











43.5 inches, precision work requires elbow heights slightly above this range, while heavy











lifting is 4- 8 inches below this range)?











􀂉 􀂉 􀂉 f. Have repetitive and forceful hand and wrist movements been minimized?











􀂉 􀂉 􀂉 g. Have static postures been minimized and are anti- fatigue mats provided for employees











standing for extended periods of time?











􀂉 􀂉 􀂉 h. Have the tasks been designed so the hand is not used as a tool ( using the hand as a hammer











or vise)?











􀂉 􀂉 􀂉 i. Are tasks and hand tools designed to allow the use of a power grip as opposed to a pinch











grip?











Number Action to be Taken Assigned to:











_________ _________________________________________________________ _______________________











_________ _________________________________________________________ _______________________











_________ _________________________________________________________ _______________________











_________ _________________________________________________________ _______________________











7. MACHINE GUARDING











YES NO N/ A











􀂉 􀂉 􀂉 a. Are in- running nip joints, pinch points, rotating shafts, flywheels, chains, chain dives,











sprockets, gears, belts, ropes and pulleys guarded?











􀂉 􀂉 􀂉 b. Are point of operation guards ( cutting, milling, shearing, bending, shaping, boring, press-ing











operations, etc.) guarded?











􀂉 􀂉 􀂉 c. Have sharp corners on equipment been eliminated or guarded?











􀂉 􀂉 􀂉 d. Are signs posted warning of identified hazards ( see hazards noted in 1)?











􀂉 􀂉 􀂉 e. Are interlocked guards installed so that machinery does not automatically restart when the











guards are replaced?











􀂉 􀂉 􀂉 f. Is machinery designed for a fixed location securely anchored?











􀂉 􀂉 􀂉 g. Are controls provided on each machine for the operator to cut the power from each











machine without leaving his or her position at the point of operation emergency- stops,











safety cables, etc.)?











􀂉 􀂉 􀂉 h. Have provisions been made to prevent machines from automatically restarting upon











restoration of power?











􀂉 􀂉 􀂉 i. Are two- hand controls and two- hand trips protected ( ring guards) against unintended oper-ation











and are they arranged to require the use of both hands concurrently?











􀂉 􀂉 􀂉 j. Where two- hand controls/ two- hand trips are used on machinery with more than one opera-tor,











is such machinery provided with a separate set of controls for each operator?











Number Action to be Taken Assigned to:











_________ _________________________________________________________ _______________________











_________ _________________