Improving Ergonomics to Help Achieve a Six Sigma Level of Performance

Tony Silva, CPE Managing Consultant, Ergonomics Engineer, Black Belt

May 16, 2005

AIHce Annual Conference 2006 Humantech, Inc

Agenda
Why ergonomics? Ergonomics and the DMAIC methodology Case study (if time permits) Questions

AIHce Annual Conference 2006 Humantech, Inc

Six Sigma Objectives

Remove variability from process inputs to yield defect-free outputs. If people are involved in your process, the specific tasks they perform are considered inputs. Poor site lines, awkward postures, excessive exposure to force, repetition, and vibration, all contribute to input variability.
AIHce Annual Conference 2006 Humantech, Inc

Six Sigma and Ergonomics

Ergonomics applies information about human capabilities to minimize variability.

AIHce Annual Conference 2006 Humantech, Inc

Ergonomics in the DMAIC Process

AIHce Annual Conference 2006 Humantech, Inc

Steps in the DEFINE Phase

1. Select a job to review 2. Identify the scope of the problem 3. Establish measures of success and targets 4. Establish a project charter

Define

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Step 1: Select a job to review

Examine past injury data
Trend charts Pareto charts Prioritization spreadsheets

Define

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

AIHce Annual Conference 2006 Humantech, Inc

Step 1: Select a job / site to review Define

Trend Charts
Change over time (statistically significant change)

WMSD Lost Workdays

12 10 8 6 4 2 0

ry

ry

Se

gu st pt em be r O ct ob er N ov em be D r ec em be r
AIHce Annual Conference 2006 Humantech, Inc

M ay

br ua

Ja n

M ar

Ap

Ju n

ua

Ju ly

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Step 1: Select a job to review

Pareto Charts
Pareto Chart
WMSDs 16 14

Define

120%

100%

Occurences

80% 10 8 6 40% 4 20% 2 All Other Number of WMSDs Cum % % of Total 14 35% 35% Helium Test 6 50% 15% Lacing 5 63% 13%

60%

Coil Line Load 4 73% 10%

Assembly 3 80% 8%

Heater Install 2 85% 5%

Blower Install 2 90% 5%

Rod Expander 1 93% 3%

Metal Fabricator 1 95% 3%

0%
All other 2 100% 5%

Time Period:

2000-2003

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Cumulative Percent

12

Step 2: Identify the scope of the problem

Costs associated with:
Injury/illness (Workers Comp) Production bottlenecks (overtime) Quality issues (warranty costs or labor from rework) Operator morale (staff turnover and absenteeism)

AIHce Annual Conference 2006 Humantech, Inc

Step 2: Identify the scope of the problem

Incident COST ICEBERG

$1
$5 TO $50 TO
LEDGER COSTS LEDGER COSTS

INJURY & ILLNESS COSTS Medical Compensation Costs (Insured Costs)

Building damage Tool and equipment damage Product and material damage Production delays and interruptions Legal expenses Expenditure of emergency supplies Interim equipment rentals Investigation time Wages paid for time lost

$1 TO $3 TO
MISCELLANEOUS MISCELLANEOUS COSTS COSTS

Cost of hiring and/or training replacements Overtime Extra supervisory time Clerical time Decreased output of injured worker upon return AIHce Annual goodwill Loss of business and Conference 2006 Humantech, Inc

2003 SALCON, Inc. All Rights Reserved

Step 3: Establish measures of success and targets Short term

Reduced ergonomic risk Reduced operator discomfort Reduced cycle time Reduced rework

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

AIHce Annual Conference 2006 Humantech, Inc

Step 3: Establish measures of success and targets

Production rate is 528 units per day Floor space as compact as possible Direct labor minimized Defect rate minimized No job/tasks with high ergonomic risk No job/tasks with high ergonomic risk No job/tasks with high ergonomic risk Takt time Square feet Minutes per unit Defective units shipped BRIEF scores BEST scores NIOSH scores 123 seconds 8,000 7.8 0 None above 2 None above 9 None above 1

AIHce Annual Conference 2006 Humantech, Inc

Step 4: Establish a project charter

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

Define

AIHce Annual Conference 2006 Humantech, Inc

Steps in the MEASURE Phase

1. Obtain information about the job 2. Collect task information 3. Determine risk scores

AIHce Annual Conference 2006 Humantech, Inc

Step 1: Obtain Information About the Job

Job name Production standards Production mix Rotation schedule Total exposure time Main tasks associated with the job

AIHce Annual Conference 2006 Humantech, Inc

Step 2: Collect Task Information

Videotape of the current process Photos of the current process Operator interview (employee survey) Medical data Current workstation dimensions

Measure

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Step 2: Collect Task Information

Measure

AIHce Annual Conference 2006 Humantech, Inc

Step 3: Determine Risk Scores

Humantech has two tools to determine ergonomic risk scores for an entire job or operation: 1. The BRIEF survey 2. The BEST assessment
Hazard exposure tool

Measure

AIHce Annual Conference 2006 Humantech, Inc

BRIEF Survey

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Scoring the BRIEF

Low, Medium, or High

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Steps in the ANALYZE Phase

1. Identify root causes 2. Brainstorm and prioritize improvements 3. Obtain financial approval

AIHce Annual Conference 2006 Humantech, Inc

Step 1: Identify root causes

Cause and Effect Diagram (Fishbone Diagram)
Machines Materials Methods Cause

Cause

Cause

Cause

Cause

Cause Cause

Effect (Y)

Cause

Cause

Cause

Cause

Mother Nature / Environment

Measurements

Manpower / People

AIHce Annual Conference 2006 Humantech, Inc

Categories in a C&E Diagram

Service Industries (The 4 P's) Policies Procedures People Plant/Technology Manufacturing Industries (The 6 M's) Machines Methods Materials Measurements Mother Nature ( Environment) Manpower (People) Process Steps (for example) Determine Customers Market Product Sell Product Deliver Product Provide Upgrade

AIHce Annual Conference 2006 Humantech, Inc

Ergonomic Categories
For ergonomics-related projects, recommend the following category modifications to the 6 M's:
Machines workstation layout and design Methods tools, behaviors Materials manual material handling and applied forces Measurements Mother Nature (Environment) lighting, vibration, temperature Manpower (People)
AIHce Annual Conference 2006 Humantech, Inc

Step 1: Identify Root Causes

Additional tools for root cause Identification
NIOSH Lifting Equation for lifting and lowering tasks SNOOK tables for push, pull, and carry tasks Design & Build Guidelines for workstation and tool dimensions, as well as certain force exertions Employee Survey for understanding root causes

AIHce Annual Conference 2006 Humantech, Inc

Step 2: Brainstorm and prioritize improvements Brainstorm potential improvements

Draw on the operators, supervisors, maintenance, engineers, and health and safety staff. Focus on controls that address the root causes

AIHce Annual Conference 2006 Humantech, Inc

Failure Modes and Effects Analysis

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

FMEA
Process Name: Left Front Seat Belt Install Process Number: SBT 445 Date: 1/1/2001 Revision Level: 1.3
A) SEVERITY FAILURE MODE Rate 1-10 10=Most Severe B) OCCURRENCE Probability Rate 1-10 10=Highest Probability C) DETECTION Probability Rate 1-10 10=Lowest Probability RISK PRIORITY NUMBER RPN AxBxC ACTION TO IMPROVE REVISED VALUES A B C RPN

1) Select Wrong Seat Belt Color 2) Seat Belt Not Fully Tightened 3) Trim Cover Clip Misaligned

5 9 2

4 2 3

3 8 4

60 144 24

0 0 0

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Step 3: Obtain financial approval

Using the data collected in the Define and Measure phases, estimates can be derived for the impact on the following performance measures:
Injury/illness data and the associated costs Production bottlenecks and associated costs Quality issues and associated costs Operator morale and associated costs

Analyze

Linear Regression may be used to predict based on past results

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Motion Waste

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Motion Waste

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Steps in the IMPROVE Phase

1. Develop an action plan 2. Implement improvements 3. Confirm effectiveness of the improvements

Improve

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Step 1: Develop an action plan

Improve

An action plan combines an implementation schedule with task responsibilities

AIHce Annual Conference 2006 Humantech, Inc

Step 2: Implement improvements

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

Improve

AIHce Annual Conference 2006 Humantech, Inc

Step 3: Confirm effectiveness

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

Improve

AIHce Annual Conference 2006 Humantech, Inc

Steps in the CONTROL Phase

1. Ensure use 2. Monitor performance 3. Standardize improvements

Control

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Step 1: Ensure use

Operator training Supervisory support Updated process documentation

Control

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Step 2: Monitor performance

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

Control

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Step 3: Standardize improvementsControl

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

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Design Template

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DMAIC Ergonomics Review Case Study

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Trash Compactor Operation

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DEFINE
TCIR (Recordables) January 2000 - November 2001
30

UCL=28.52

Individual Value

20 Mean=14.08 10

0 Subgroup Month/Y r 0 10 Oct-00 20 Aug-01

LCL=0

AIHce Annual Conference 2006 Humantech, Inc

DEFINE
Recordable Injuries by Type Focus on Strains
90 80 70 80 60 40 20 0
io ma di t s y n on rau os rai od t is e on on c T i i rs t ur at i rn gL ry / Sp ve nB rat us he i t n g Bu rac ce at o Ot erm l at ai n on ari rei F ir D C La St r He mu Fo sp Cu Re

100

50 40 30 20 10 0

Defect
Count Percent Cum %

26 28.3 28.3

15 16.3 44.6

12 13.0 57.6

10 10.9 68.5

10 10.9 79.3

4 4.3 83.7

4 4.3 88.0

3 3.3 91.3

2 2.2 93.5

2 4 2.2 4.3 95.7 AIHce Annual Conference 100.0

2006 Humantech, Inc

Percent

Count

60

DEFINE
2nd Level Pareto - Strain Injuries by Cell
r to c 3 1 2 p a h1 h2 h3 e m e m e m m ac ac ac ss ss ss A A A M Co M M

Injury = Cumulative Trauma 25 20

Injury = Strain/Sprain

Count

15 10 5 0

Cell Compactor Mach1 Mach2 Mach3 A ssem2 A ssem1 A ssem3

r 3 1 1 h2 3 2 t o ch c c h em em em c pa M a Ma Ma A ss A ss A ss m Co

AIHce Annual Conference Focus on Compactor Operation! 2006 Humantech, Inc

DEFINE
Year Jan-June 2000 July-Dec 2000 Jan-June 2001 July-Dec 2001 Total # Injuries 8 4 8 5 25 Direct Cost $5,931.45 $2,042.76 $17,415.37 $220.50 $25,610.08 Actual Cost*
(Direct Cost x 3)

$17,794.35 $6,128.28 $52,246.11 $661.50 $76,830.24

AIHce Annual Conference 2006 Humantech, Inc

MEASURE

AIHce Annual Conference 2006 Humantech, Inc

MEASURE

AIHce Annual Conference 2006 Humantech, Inc

MEASURE determine whats in scope

Inputs

Process Steps

Outputs

-Method sheet -OJT -Functioning compactor

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

-Trash positioned level with compactor

-Broom -Empty cart -Unobstructed chute

Push trash into chute by pushing and pulling with broom

-Loaded compactor

-Method sheet -Loaded compactor -Functioning compactor

Lower cart onto floor. Twist and hold ram button.

-Empty trash cart on floor -Activated ram

Back, Shoulder, Elbow Strains!

AIHce Annual Conference 2006 Humantech, Inc

MEASURE
Job Name: Trash Compactor Dept: Site: G20 Plant 7 Shift: Station: V-1 Product: 0 0 Date: 10/06/03
1. Put a "1" for each risk factor is observed

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

Posture Force Duration Frequency Score Rating

1 >10 lb

1 >10 lb

1 >10 lb

1 >10 lb 1 > 10 sec > 2/min. 1

1 > 2 lb

1 > 25 lb > 10 lb

Pinch Grip or Finger Press >2 lb Power Grip > 10 lb

1 > 10 sec 1 > 30/min.

1 1 1 1 > 10 sec > 10 sec > 10 sec > 10 sec 1 1 > 30/min. > 2/min. > 2/min. > 2/min. 1 1 1

> 10 sec > 2/min. 1

> 10 sec > 2/min. 1

> 30 % of Day

> 2/min.

3 High

3 High

3 High

4 High

3 High

3 High

2 Medium

2 Medium

0 Low

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MEASURE
Transferred BRIEF Scores Hands and Wrists Left Right Elbows Left Right Shoulders Left Right Neck Back Legs

Conversion Factors Total Conversion Factors

10

41 +

Physical Stressors

Vibration Low temperatures

0 0 2 0 2
Total Physical Stressors

4 =

Soft Tissue Compression Impact Stress Glove Issues

Job Risk

45 x

Enter Hours on Task per Week

15

Time Multiplier

0.8 =

Job Hazard Priority

High

Job Hazard Score

36

AIHce Annual Conference 2006 Humantech, Inc

ANALYZE
Machine
Controls Poorly Positioned Lift not Functioning Not Following Method Sheet Did not get OJT

Person
Not using PPE

Environment
Cool Outside Temperature

Did not do daily stretches

Ram not Functioning

Back and Shoulder Strains

Clogged Chute Extended Reach Heavy Broom Non-Trash Items in Cart No job rotation Multiple repetitions Weight of Load / Scale Error

Materials

Method

Measurement
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ANALYZE
Cause and Effect Matrix for Trash Compactor Solutions
Rating of Importance to Customer 10 1 6 2 Ease of Implementation 4 3 Cost Effectiveness 9 3 9 9 9 3 1 9 208

Ergonomic Impact

Total

Process Step 1 2 3 4 5 6 7 8 Load Compactor Load Compactor Load Compactor Load Compactor Load Compactor Load Compactor Load Compactor Load Compactor

Proposed Solutions to Reduce Strains Reposition Cart on Lift for Closer Reach Reposition Controls Chute Redesign Rotate 2 x Per Shift Conduct Equipment P.M. every 3 Months Replace Broom With Shaker Table Replace Broom with Air Knife Replace Broom with Hook 9 9 3 3 3 9 9 1 460 3 3 9 9 9 1 1 9 264 144 120 120 120 120 108 100 100

Total

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IMPROVE
Process Step/Input S Potential Potential Failure E Failure Mode Effects V Potential Causes O C C 4 Current Controls D E T R P N Removal of Can't remove Production does not New lift does not 10 old lift & lift & demo the allow access get installed demo of area area Receive new Lift does not Project end date 6 Shipping problems lift from arrive in time gets pushed out. vendor. from vendor. Production of the lift 6 is delayed because of schedule. Install new lift Wrong dimensions Lift does not fit Project end date & house over 10 and or drawings of in the area. gets pushed out. dumpster. area. Lift is built for Make sure lift Lift does not Customer cannot different application operates as operate as use the lift for the 10 then what was specified promised. process. specified. Customer cannot Bad communication Make sure use the lift and between Facilities compactor & The installation compactor to 10 and General lift operate was wrong. complete the Contractor and together process. Production. Communication between Facilities and 3 120 Production and Maint. Verify ship date with vendor. 3 36

Verify with vendor that 3 unit will be built.

54

Check with production, 3 maint, general 5 150 contractor & vendor. Case studies. Speak 2 with other users of this 6 120 type of lift. Daily dialogue between 3 Facilities and General 3 Contractor.
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90

IMPROVE
Actions Recommended Resp. Actions Taken S E V O C C D R E P T N

Hold planning meeting with Operations Management to Develop Demolition plan and logistics Negotiate Penalty clause in purchasing contract for late shipment. Place order ahead of supplier's quoted lead time. Drawing and equipment review with Operations, Maintenance, Contractor and Vendor.

Joe G.

Demolition Planning meeting held 10/10/03 and documented 10 1 in meeting minutes. Contract includes verbiage for late shipment penalty. Purchase order released on 9/8/03 Lift dimensions have been verified on 9-15-03. 6 1

1 10

Paul P.

3 18

Joe G.

2 12

Bill B.

10 1

2 20

Run test trials at vendor prior to General Test run lift before installation on shipment and operate the lift Contractor 10 1 11/13/03 mechanism before installation on site. and Joe G. Gen.Con., Draft requirements document and hold Maint, meeting to discuss details. Production & Joe G. Requirements meeting held 9/1/03 and specifications established.

2 20

10 1

2 20

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IMPROVE

AIHce Annual Conference 2006 Humantech, Inc

IMPROVE
Job Name: Trash Compactor Dept: Site: G20 Plant 7 Shift: Station: V-1 Product: 0 0 Date: 11/26/03
1. Put a "1" for each risk factor is observed

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

Posture Force Duration Frequency Score Rating

1
Pinch Grip or Finger Press >2 lb Power Grip > 10 lb

1 >10 lb

1 >10 lb

1 >10 lb

1 >10 lb

1 > 2 lb

1 > 25 lb > 10 lb

> 10 sec > 30/min.

> 10 sec > 10 sec > 10 sec > 10 sec 1 > 30/min. > 2/min. > 2/min. > 2/min.

> 10 sec > 2/min.

> 10 sec > 2/min.

> 10 sec > 2/min.

> 30 % of Day

> 2/min.

0 Low

1 Low

1 Low

1 Low

1 Low

1 Low

0 Low

Low Medium

AIHce Annual Conference 2006 Humantech, Inc

IMPROVE
Transferred BRIEF Scores Hands and Wrists Left Right Elbows Left Right Shoulders Left Right Neck Back Legs

Conversion Factors Total Conversion Factors

9 +

Physical Stressors

Vibration

0 Total Physical Stressors

1 =

Low temperatures Soft Tissue Compression Impact Stress Glove Issues

0 0 0 1

Job Risk

10 x

Enter Hours on Task per Week

15

Time Multiplier

0.8 =

Job Hazard Priority

Low

Job Hazard Score

AIHce Annual Conference 2006 Humantech, Inc

CONTROL
TCIR (Recordables) January 2000 - June 2003
Baseline 30 New

Individual Value

20

UCL=18.42

10

Mean=8.76

0 Subgroup Month/Y r 0 10 Oct-00 20 Aug-01 30 Jun-02 40 Apr-03

LCL=0

AIHce Annual Conference 2006 Humantech, Inc

Questions? Thank you for your time today.

May 16, 2005

AIHce Annual Conference 2006 Humantech, Inc