| Training is an essential part of any ergonomics | | | | how to change the height of a worktable, the |
| program. All levels need training: managers, | | | | adjustable equipment is not useful. Workers also |
| supervisors, and front-line workers. | | | | need to know what to do if they experience |
| Who to Train | | | | problems doing their jobs. Whether it's a formal or |
| Manages need training on the importance of an | | | | an informal system, industrial workplaces need a |
| ergonomics program. They need to understand | | | | method for encouraging workers to report |
| how ergonomics affects the bottom line. It is not | | | | hazards, problems, and suggestions. |
| difficult to compile workers' compensation data to | | | | How to Conduct Training |
| show the direct costs of ergonomic-related | | | | Training can take place in formal classes or in |
| injuries. Even higher are the indirect costs-losses in | | | | informal gatherings. Trainers can be from the |
| productivity and quality, costs of hiring | | | | company or brought in from the outside. It is |
| replacement workers, reduced morale- which | | | | important to remember that training is not a |
| often run five to ten times that of direct costs. | | | | one-time event. Re-training is needed at regular |
| Managers who understand the cost to benefit | | | | intervals, when tasks change, or when a worker |
| relationship in ergonomics will provide adequate | | | | returns to work after a long absence. |
| resources to develop and implement an effective | | | | Many companies hold regular safety meetings or |
| plan. | | | | include safety tips and discussions as part of |
| Supervisors need to understand the value of an | | | | other meetings. Even at higher levels of a |
| ergonomics plan and what they can do to make it | | | | company, starting business meetings with a short |
| work. Supervisors need the skills to analyze a job | | | | discussion of ergonomics and other safety issues |
| for ergonomic risk factors and develop | | | | demonstrates management's commitment to |
| appropriate controls. They must encourage | | | | safety and sets an example. |
| workers to report symptoms (aches and pains) | | | | Feedback is training too. By immediately |
| promptly, before symptoms become lost-time | | | | commenting on observed unsafe behaviors, |
| injuries. Supervisors must know how to respond if | | | | supervisors remind workers to act safely. |
| a worker does become injured. Injured workers | | | | Complimenting workers on safe behavior is also |
| return to work sooner when company | | | | important; positive feedback is strong |
| representatives contact them soon after they | | | | re-enforcement. |
| incur the injury. Workers need to know the | | | | Training is One Part of an Ergonomics Program |
| company cares about their wellbeing and will do | | | | While training is essential to the success of an |
| everything possible to facilitate a safe return to | | | | ergonomics program, it's not the whole program. |
| work. | | | | No amount of training can make up for work that |
| Front-line workers must be trained how to do | | | | is inherently unsafe. Appropriate equipment |
| their jobs safely. They must know how to | | | | (ergonomically-designed tools, adjustable |
| recognize ergonomic hazards and what to do | | | | workstations, etc.) and work practices (frequent |
| about them. When ergonomics tools and | | | | breaks, job rotation, etc.) are also critical parts of |
| equipment are introduced, workers need to know | | | | any successful ergonomics effort. |
| the proper way to use them; if they don't know | | | | |