Case study 

Cultural change through ergonomics – a case study of participation in a manufacturing environment

Moody H. Esau C.
Ergonomics Australia – HFESA 2011 Conference Edition, 2011 11:44.

Abstract

Background: Tasman Sinkware manufactures stainless steel sinks and tubs for the Australian and overseas markets. The workforce was having difficulty adapting to changed techniques and layouts required to stay competitive and inefficiencies were impacting on production rates and costs. It was proposed that the problem should be tackled via an ergonomic approach rather than a purely engineering or human resource standpoint, as had been trialled in the past. Aims: An ergonomist was engaged to act as a facilitator for ergonomic change aimed at reducing the incidence of musculoskeletal injuries via engineering options. A concurrent aim was improving acceptance of cultural change in an environment of long-term workers facing uncertainty in an altered manufacturing environment. It was hoped that the program would facilitate teamwork and ownership of the change process that would then translate into improved production rates and a more efficient work flow. Method: In 2010, a project team was selected with a cross section of employees from the manufacturing manager to a variety of operators. A series of meetings with specific outcomes for each meeting, including action lists that were practical and achievable, was undertaken. The program plan included training selected employees in REBA assessments and using this as a tool to identify problem areas in terms of posture-related risks. Each identified problem, including the basics, such as housekeeping matters and effects of the upstream production, was targeted in monthly meetings and an action list developed with realistic solutions. All production workers were kept informed via tool box meetings and were encouraged to participate where appropriate. The project ran for nearly 12 months with the ergonomist’s assistance and is now continuing in a modified format. Conclusions: The results were measured in quantifiable recording of improved production rates, decreased double handling, improved work flow, and decreased musculoskeletal risk factors. The most important result was the positive effect that the formation of the team had on implementing effective solutions that were sustainable. The ergonomic approach worked very effectively and achieved a successful outcome primarily due to the facilitation process and motivation of the group to stay focussed.

[Return to Journal page]