Table Of ContentIC 9509
INFORMATION CIRCULAR/2009
Ergonomics Processes
Implementation Guide and
Tools for the Mining Industry
Department of Health and Human Services
Centers for Disease Control and Prevention
National Institute for Occupational Safety and Health
Information Circular 9509
Ergonomics Processes:
Implementation Guide and Tools for the Mining Industry
By Janet Torma-Krajewski, Ph.D., Lisa J. Steiner,
and Robin Burgess-Limerick, Ph.D.
DEPARTMENT OF HEALTH AND HUMAN SERVICES
Centers for Disease Control and Prevention
National Institute for Occupational Safety and Health
Pittsburgh Research Laboratory
Pittsburgh, PA
February 2009
This document is in the public domain and may be freely
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DHHS (NIOSH) Publication No. 2009–107
February 2009
SAFER • HEALTHIER • PEOPLE™
Contents
Acknowledgments
Abstract
I. Introduction: Ergonomics and Risk Management
Basic Elements of Ergonomics Risk Management Processes
Participatory Ergonomics
Evolution of Risk Management Processes
II. Ergonomics Processes: Case Studies
Bridger Coal Co.
Badger Mining Corp.
Vulcan Materials Co.
Lessons Learned
Summary
III. Process Effectiveness
Bridger Coal Co.
Badger Mining Corp.
Vulcan Materials Co.
IV. Implementation Tools
Tool A: Risk Factor Report Card
Tool B: Musculoskeletal Discomfort Form
Tool C: General Risk Factor Exposure Checklist
Tool D: Ergonomics Observations
Tool E: Handtool Checklist
Tool F: Manual Tasks Risk Assessment
Tool G: Ergonomics Task Improvement Form
Tool H: Risk Factor Cards
Tool I: Ergonomics Sticker for Mining Industry
V. Training
Introduction
Ergonomics and Mining: Ensuring a Safer Workplace – Training for
Management
Ergonomics and Risk Factor Awareness Training for Miners
Ergonomics Observations: Training for Behavior-based Safety Observers
References
Appendix – Ergonomics Processes: Beyond Traditional Safety and Health Programs
Acronyms and Abbreviations Used in This Report
ACGIH American Conference of Governmental Industrial
Hygienists
BBS behavior-based safety
CARE Corrective Action Request for Evaluation
GAO General Accounting Office
MSD musculoskeletal disorder
MSHA Mine Safety and Health Administration
NDL no days lost
NFDL nonfatal days lost
NIOSH National Institute for Occupational Safety and Health
OSHA Occupational Safety and Health Administration
PPE personal protective equipment
S&H safety and health
SHE safety, health, and environmental
Acknowledgments
The authors thank the many organizations who helped to demonstrate that
ergonomics can be integrated with existing safety and health programs to improve
working conditions for their employees. Specifically, we thank Paul Gust, Kean Johnson,
and Pat James of Bridger Coal Co.; Marty Lehman, Mellisa Stafford, Linda Artz, and
Don Seamon of Badger Mining Corp.; and Dick Seago, Mike Junkerman, Andy Perkins,
Truman Chidsey, Chris Hipes, Bryan Moore, Jeff Black, Tim Watson, and Philip Phibbs
of Vulcan Materials Co.
The authors thank the many current and former researchers and technicians with
the National Institute for Occupational Safety and Health (NIOSH) who assisted with the
implementation of the three ergonomics processes: Bridger Coal Co. Process - Kim C.
Gavel, Launa Mallett, Fred Turin, Rich Unger, Charlie Vaught, and William Wiehagen;
Badger Mining Corp. Process - Pauline Lewis and Sean Gallagher; and Vulcan Materials
Co. Process - Kelly Baron and Susan Moore.
Additionally, several NIOSH researchers participated in the development of the
process implementation tools and training described in this document. We extend our
appreciation to Jeff Welsh and Jonisha Pollard for assisting with the development of the
Risk Factor Cards; Susan Moore for assisting with the development of the Hand Tool
Checklist; Bill Porter for graphic modifications to the Risk Factor Checklist and
Ergonomics Observations Form; E. William Rossi for graphic support in developing
posters and stickers; and Al Cook, Tim Matty, and Mary Ellen Nelson for their assistance
in the design, fabrication, and testing of interventions.
ERGONOMICS PROCESSES:
IMPLEMENTATION GUIDE AND TOOLS
FOR THE MINING INDUSTRY
By Janet Torma-Krajewski, Ph.D.,1 Lisa J. Steiner,2 and Robin Burgess-Limerick, Ph.D.3
Abstract
Research has shown that an ergonomics process that identifies risk factors,
devises solutions to reduce musculoskeletal disorders (MSDs), and evaluates the
effectiveness of the solutions can lower worker exposure to risk factors and MSDs and
improve productivity. A review of the Mine Safety and Health Administration (MSHA)
injury/illness database indicated that 46% of illnesses in 2004 were associated with
repetitive trauma and 35% of nonfatal lost days involved material handling during 2001–
2004. Even though these statistics show that MSDs significantly contribute to
occupational illnesses and injuries in the U.S. mining industry, few mining companies
have implemented an ergonomics process. Despite the many unique challenges in the
mining environment, three mining companies partnered with the MSD Prevention Team
at the National Institute for Occupational Safety and Health’s Pittsburgh Research
Laboratory to demonstrate that an ergonomics process could be systematically
implemented and effectively integrated with existing safety and health programs.
Because these three mining companies were very different in organization, culture, and
size, the ergonomics processes had to be modified to meet the needs of each company.
A description of how these three companies applied ergonomics and the tools and
training used to implement their processes is given. Prior to discussing the case studies,
general information on the elements of an ergonomics process is provided.
1Lead Research Scientist, Pittsburgh Research Laboratory, National Institute for Occupational Safety and
Health, Pittsburgh, PA.
2Team Leader, Musculoskeletal Disorder Prevention Team, Pittsburgh Research Laboratory, National
Institute for Occupational Safety and Health, Pittsburgh, PA.
3Associate Professor in Occupational Biomechanics, School of Human Movement Studies, The Univer-
sity of Queensland, Brisbane, Australia.
YELLOW INSERT
SHEET
Section I
Introduction: Ergonomics and Risk Management
Ergonomics is the scientific discipline concerned with the understanding of interactions
among people and other elements of a system to optimize their well-being and overall system
performance [IEA 2008]. This is generally accomplished by applying ergonomic principles to
the design and evaluation of manual tasks,1 jobs, products, environments, and systems, ensuring
that they meet the needs, capabilities, and limitations of people. When integrated with safety and
health programs, ergonomics can be viewed as a third leg of a three-pronged risk management
approach to reduce musculoskeletal disorder (MSD) rates. Safety focuses on hazards that may
result in traumatic injuries, industrial hygiene concentrates on hazards that may cause
occupational disease, and ergonomics addresses risk factors that may result in MSDs and other
conditions, such as vibration-related illnesses. By applying ergonomic principles to the
workplace with a systematic process, risk factor exposures are reduced or eliminated. Employees
can then work within their abilities and are more efficient at performing and completing tasks.
The benefits of applying ergonomic principles are not only reduced MSD rates, but also
improved productivity and quality of life for workers.
The purpose of this document is to provide information on implementing a successful
ergonomics process that is part of the organizational culture. Section I describes the basic
elements of the process and then discusses the importance of employee participation in the
implementation of the process. Also included in this section is information on the evolution of
risk management as it applies to an ergonomics process. A model developed for safety and health
risk management defines five stages, ranging from a pathological stage to a generative stage—
from a stage that attributes safety problems to employees to one that involves all employees in
risk management at multiple levels with the goal of promoting the well-being of employees.
Section II describes how three mining companies implemented ergonomics processes, including
lessons learned. Interventions implemented by the mining companies are presented in Section III,
along with information on changes to discomfort levels at one of the companies. Section IV
describes various tools used when implementing the processes, while Section V focuses on
1Manual tasks are tasks that involve lifting, pushing, pulling, carrying, moving, manipulating, holding, pounding,
or restraining a person, animal, or item.
1
training, including a presentation for management that promotes the value of ergonomics
processes. The tools presented in Section IV and the management presentation contained in
Section V are provided as electronic files on the CD included with this document.
Basic Elements of Ergonomics Risk Management Processes
Successful ergonomics risk management processes have several elements in common.
The process starts with establishing an understanding of the task and interactions that occur
between the worker and equipment, tools, work station used to complete the task, and work
area/environment in which the task is conducted. Managing risks associated with manual tasks
requires identifying risk factor exposures. If the exposures cannot be eliminated, the degree and
source of risk requires assessment. Potential controls or interventions are then identified,
evaluated, and implemented to reduce the risk as far as reasonably practical.
The ultimate aim of an ergonomics risk management process is
to ensure that all tasks performed in workplaces can be
performed with dynamic and varied movements of all body
regions with low to moderate levels of force, comfortable and
varied postures, no exposure to whole-body or hand-arm
vibration, and breaks taken at appropriate intervals to allow
adequate recovery.
Element 1: Identifying Risk Factor Exposures During Manual Tasks
Identification of risk factor exposures should include consultation with employees,
observation of manual tasks, and/or review of workplace records. Employees should be asked
what they think is the most physical part of their job or what task is the hardest to do. Conditions
that could potentially indicate risk factor exposures include the following:
2
