Industrial ERG

CHAPTER 5 ADMINISTRATIVE CONTROLS AND STRETCH AND FLEX PROGRAM

LEARNING OBJECTIVE

The students will recognize the various administrative controls, their advantages, limitations, and several policies regarding the reduction of work place hazards.

INTRODUCTION

Administrative controls are procedures and practices that limit exposure by control or manipulation of work schedule or the manner in which work is performed. An example would be to rotate their workers so no one person is doing all of the heavy lifting tasks. Administrative controls reduce the exposure to ergonomic stressors and thus reduce the cumulative dose to any one worker.

If they are unable to alter the job or work place to reduce the physical stressors, administrative controls can be used to reduce the strain and stress on the work force. Administrative controls are most effective when used in combination with engineering controls.

HIERARCHY OF HAZARD MITIGATION

Occupational Safety and Health Instruction (OSHA) lists the preferred priorities for corrective actions of ergonomic risk factors, which include the following:

· Ergonomic risk elimination

· Engineering controls

· Substitution of materials/tools/equipment

· Improved work practices

· Administrative controls.

The instructions also state that effective design or redesign of a task or workstation is the preferred method of preventing and controlling harmful stresses.

The methods of intervention (in order of priority) are listed in  Table 5.1 .

Table 5.1  Levels of Hazard Mitigation

Levels of Hazard Control

1. Elimination – A redesign or procedural change that eliminates exposure to an ergonomic risk hazard; for example, using a remotely operated soil compactor to eliminate vibration exposure

2. Engineering controls – A physical change to the work place; for example, lowering the unload height of a conveyor

3. Substitution – An approach that uses tools/material/equipment with lower risk; for example, replacing an impact wrench with a lower vibration model

4. Administrative – This approach is used when none of the above can be used or are impractical to implement. Administrative controls are procedures and practices that limit exposure by control or manipulation of work schedule or the manner in which work is performed. Administrative controls reduce the exposure to ergonomic stressors and thus reduce the cumulative dose to any one worker. If they are unable to alter the job or work place to reduce the physical stressors, administrative controls can be used to reduce the strain and stress on the work force. Administrative controls are most effective when used in combination with other control methods; for example, requiring two people to perform a lift

Solutions to Controlling Hazards

Interventions have included making changes in the work place by modifying existing equipment, purchasing new tools, or other devices to assist in the production process. Simple, low-cost solutions are often available to solve problems.

Making changes in work practices and policies is another solution that falls under administrative controls. Making these changes can reduce physical demands, eliminate unnecessary movements, lower injury rates and their associated workers' compensation costs, and reduce employee turnover, according to OSHA (OSHA, n.d.). In many cases, work efficiency and productivity will increase as well.

Administrative controls when dealing with hazardous chemicals may include the following:

· Microscaling the size of the experiment to reduce the amount of chemical usage

· Substituting in less hazardous chemicals such as using toluene instead of benzene

· Isolating or enclosing an experiment within a closed system such as a glove box

· Requiring all laboratory personnel have been provided with adequate training to perform their work safely

· Restricting access to areas in which certain hazardous chemicals are used

· Posting signs identifying specific hazards

· Requiring standard practices for chemical safety be observed

· Maintaining good housekeeping practices at all times in the laboratory.

How Can We Reduce Injury?

If we can curtail fatigue, we can reduce the probability of injury. Let us look at a typical injury progression triangle in Figure 5.1.

Figure 5.1  Injury progression triangle

If we surveyed the work force, we would likely see a large percentage with fatigue at the end of the day, with fewer folks saying they were to the point of pain. If we can reduce the levels of those leaving work feeling fatigued, then we can reduce the discomfort level. If the discomfort level is reached, typically they rest or take anti-inflammatory medication. Figure 5.2illustrates the cumulative effects of fatigue.

Figure 5.2  Cumulative effects of fatigue

After the discomfort stage, we fall into the pain stage. If we curtail the percentage of those in the discomfort stage, then fewer folks would experience pure pain, which is the feeling that keeps us from performing an activity.

Finally, injury would not be as common as fatigue or discomfort by curtailing fatigue in stage one. As we see, we automatically reduce the probability of injury by breaking the cycle.

Muscle Fatigue Physiology – Localized Muscle Fatigue

Muscle fatigue and discomfort is familiar to all of us. Physiologists use fatigue to define the result of energy consumption and loss of contractile function of the muscle. There are two types of fatigue: acute and chronic.

Acute versus Chronic Fatigue

Acute fatigue has a recent onset and is temporary in duration. It is usually related to excessive physical activity, lack of exercise, insufficient rest or sleep, poor diet, dehydration, increase in activity, or other environmental factors. Acute fatigue can be a protective body function, alerting a person to rest. It is anticipated to end in the near future, with interventions such as rest or sleep, exercise, and a balanced diet. Chronic fatigue persists, and recovery is not quickly anticipated (Palliative Care, n.d.).

Localized muscle fatigue is a result of the accumulation of waste products such as lactate and results in an oxygen debt, which ultimately leads to fatigue. Figure 5.2 shows a good representation of fatigue. The degree of fatigue is an aggregate of all the different stressors of the day, both physical and mental.

To maintain health, the recuperative process must cancel out stress. When we do not rest or recuperate, fatigue becomes chronic. The effects of fatigue depend on the extent of fatigue, but in short, fatigue is usually a leading indicator to injury. If we can curtail fatigue, we can reduce the probability of injury.

Mental Fatigue

The problem with allowing fatigue to set in is that it does the following:

· Degrades physical work performance

· Causes workers to perform at a slower rate

· May hinder one's ability to perform certain exertions

· May cause one to suffer from tremor and other symptoms that interfere with precision

· Degrades mental capacity

· Increases error rate.

Stopping fatigue stops the progression of injury. If engineering controls are not feasible, then an administrative control is put into place. The best combination to reduce the dose is to use both engineering controls and administrative controls. Duration is a contributing risk factor that seems to be the constant factor in the development of WMSDs.

ADMINISTRATIVE CONTROLS

Job Rotation or Alternate Work Activity

There are many ways to reduce exposure in the work place. The specific goal, in the context of ergonomics, is to use different muscle groups, thus giving specific body parts a chance to rest and recover. Alternating sitting and standing is an easy method for increasing blood flow. For example, if an individual is bending and squatting using the leg and back muscles, consider rotating to an activity that uses the upper part of the body. This allows the employee to continue working but gives the lower body and back a rest.

If an engineering control cannot be put into place to alter the job or work place, then putting an administrative control in place can reduce strain by reducing exposure to a certain muscle/body group.

If possible, rotate the work so the heavy work is performed in the morning and the lighter tasks are performed in the later part of the day. Use the big muscle groups in the morning, such as unloading a truck, and the lighter tasks, such as completing paperwork in the afternoon.

A good example is a lifeboat certification and packing operation.

When life rafts arrive in the shop, they are deployed from their pods, the survival gear is removed and restocked, the compressed air bottle is checked and refilled, and the life rafts are checked and certified. To certify the rafts, they are deployed (inflated) and must hold a certain pressure for a certain period. Once they are tested, the rafts are deflated and survival gear bags are restocked and put into the rafts along with the compressed air bottle. The rafts are then folded and put back into the pods. This process is completed daily.

Figure 5.3 shows the posture of the workers as they work with the pod. As you can see, they work on the ground and struggle with putting the contents back into the pod. The workers are very fatigued and in pain at the end of the day.

Figure 5.3  Repacking the life raft into containment pod, worker performs the task M, W, F; to rest on Tuesdays and Thursdays – this is an example of work rotation

Administrative controls were used by rotating the activities. Instead of performing all of the tasks daily on Mondays, Wednesdays, and Fridays, they packed the life rafts, which took 30–40 min for each pod. Tuesdays and Thursdays, they refilled the survival bags and completed the certifications. This gave them a break from the exhausting task of certifying the life rafts.

Engineering controls were also put into place such as using a pod cart so the life rafts are simply transferred and never lifted or carried. A compressed gas cylinder transportation cart eliminated the need to carry the cylinders to the refilling area as shown in  Figure 5.4 . Using an elevated table for the certifications and repacking to reduce the awkward postures of being low to the floor is shown in  Figure 5.5 . Carpet was put on the surface to protect the knees. In this example, they used both engineering and administrative controls; and with new equipment, there have been no injuries reported to date.

Figure 5.4  Life raft-compressed air cart eliminates carrying bottles

Figure 5.5  Life raft shop-elevated worktable and pod cart reduces bending to pack life rafts

Training/Worker Education

Provide information on proper body positioning (neutral posture), or proper lifting techniques to the workers. Educate them on how to identify WMSD risk factors, signs, and symptoms before an injury occurs. Training requires constant reinforcement to be effective in changing behaviors.

Stretch and Flex Programs

Research has shown the frequency of rest pauses determines their effectiveness; the higher the frequency, the more effective the rest becomes. Higher frequency does not necessarily mean a long time. Encouraging stretching increases blood flow and whisks away waste products. It increases flexibility, and they are less likely to injure a warm muscle. They can encourage people in various ways and by using different methods.

Many ergonomists believe that at least a 5-min rest is required for the maximum benefit. The break schedule is generally 50–55 min of work, and then a 5-min rest. Of course, this all depends on the type of task; if the task is very demanding, then more breaks are required.

Scientific research has shown that stretching can alter viscoelastic properties by decreasing stiffness and increasing tissue compliance of the musculotendinous unit leading to reduced risk of injury (Palliative Care, n.d.).

Stretching can lead to less fatigue and discomfort, which results in improved productivity. Work place stretching programs are most effective with sedentary tasks or as warm-ups to dynamic tasks. Stretching programs need to be part of an overall ergonomics program to be effective.

Stress Reduction/Stretching/Microbreaks

Stretching increases workers' ability to endure both mental and physical stresses. Stretching increases the blood flow and replenishes nutrients in our bodies.

Microbreaks can be implemented throughout the day. An example might be a community printer, which makes someone get out of his or her chair, which is a rest break from sitting, to access the printer. Another example might be the worker simply stands up when using the phone periodically. We all take brief pauses in work and these pauses can be energy pauses, as in doing something such as stretching, which aids in recovery by re-oxygenating the muscles. An individual is less likely to injure a warm muscle.

Microbreak stretching can reduce fatigue due to sustained positioning. It is difficult to maintain proper body mechanics in many positions due to muscle ache or strain. Sustained positions reduce the oxygen and blood flow to muscle tissue. Alternating positions or tasks throughout the day allows muscles to recover and perform more efficiently (Training, n.d.). Stretching can be performed throughout the workday to relieve tension or as a warm-up at the beginning of a shift or difficult task/lift.

Olympic athletes do not start an event without warming up first. It is a good idea to begin work day with some sort of warm-up program. Preshift warm-up programs can increase the temperature of muscles, increase healthy blood flow, and improve muscle coordination. Stretching increases a joint's ability to move through a greater range of motion, therefore, reducing the risk of musculoskeletal injury (Henry, 2013). In addition, balance programs can reduce the risk of falls in the work place.

A good example is the Ergo Joe Stretch n' Flex at Puget Sound Naval Shipyard (PSNS) 1996–2006.

PSNS was one of the first to implement a stretch and flex program. They started with the comparison of two dry docks, one with a stretch program and one without.

What is important to remember is that in 1996 PSNS' major mission was decommissioning vessels. This was done with cutting torches and a reciprocating saw (i.e., Sawzall). They cut the ships up into pieces and disposed of them. The manual material handling tasks were extraordinarily physically demanding, day in and out.

When they compared the dry dock over a few months period, they could see reduced injury rates in those areas with the stretch and flex program. The program was expanded Navy wide, and from 1996 to 2000 they had a 20% reduction in back injuries and a 50% participation rate. The workers were required to muster but not required to participate in the stretching program.  Figure 5.6  illustrates an example used in a flex program.

Figure 5.6  Common stretches to remind workers the benefits of stretching

Controls for Temperature Extremes

Administrative controls are a method of reducing exposure by changing the way work is performed or scheduled.

· Wear proper attire (especially the feet, hands, and head).

· Ensure proper hydration – NIOSH recommends 8 oz. of cool water every 20 min.

· Establish a work rest regimen based on task specific conditions.

· Alternate

· Light work in 

· warm temperatures or at the end of the day

· Heavy work in cooler temperatures and after a light warm-up

· Allow breaks outside of the extreme environment.

· Schedule work throughout the day.

· Avoid concentrations of strenuous work.

· Implement fitness for work standards to avoid placing high-risk individuals in potential heat stress situations.

· Acclimate new or return to work individuals (5 days in hot environments).

KEY POINTS

· Administrative controls are procedures and practices that limit exposure by control or manipulation of work schedule or manner in which work is performed.

· Administrative controls reduce the exposure to ergonomic stressors and thus reduce the cumulative dose to any one worker.

· Administrative controls are most effective when used in combination with engineering controls and is part of an ergonomics program.

· Administrative controls, such as rest breaks, reduce exposure, curtail fatigue, decrease recovery time, and the bottom line saves $$$.

REVIEW QUESTIONS

1. What are some of the problems with allowing fatigue to reoccur?

2. What are the benefits of stretching?

3. To maintain good health, what can cancel out our mental or physical stressors?

REFERENCES

1. Ergo Joe Stretch n' Flex at Puget Sound Naval Shipyard (PSNS). 1996–2006.

2. Henry, B. M. (2013). Occupational Injury Prevention Keeping Employees on the Job Through Safe and Effective Care. Retrieved February 2015, from advanceweb.com:  http://occupational-therapy.advanceweb.com/Features/Articles/Occupational-Injury-Prevention.aspx .

3. OSHA, O. S. (n.d.). Retrieved February 2015, from Occupational Safety and Health Administration:  http://www.osha.gov./SLTC/ergonomics/controlhazards.html .

4. Palliative Care. (n.d.). Retrieved 2015, from StopPain.org:  http://www.stoppain.org/palliative_care/content/fatigue/default.asp .

5. Training (n.d.). Retrieved February 2015, from NAVFAC:  http://www.navfac.navy.mil/navfac_worldwide/pacific/fecs/far_east/contact_us/yokosuka/environmental_division/training.html .