ABSTRACT
The goal of this case study is to address the process involved in identifying ergonomic deficiencies and implementing recommendations for packaging motors at one Ohio assembly plant. The weight and manual handling of motors and related effect on the safety and health of employees were of primary concern. The ergonomics initiative for redesign of the shipping area was prompted by the company's management as part of an overall facility improvement plan. Monies from the Ohio Bureau of Workers' Compensation (BWC) Safety Grant$ Program were utilized for the engineering controls implemented. The motor packaging area was analyzed for Cumulative Trauma Disorder (CTD) risk factors, material flow, equipment/process requirements, work practices, and historical data. The Ohio BWC CTD Risk Factor Assessment Form, along with other assessment tools was used to quantify risk. Nineteen (19) CTD risk factors were identified. Proposed recommendations focused on eliminating or substantially reducing the CTD risk. These recommendations were reviewed by company management. A team of experts, including employees of the Shipping Department, determined the final engineering controls implemented. Some of the final interventions differed from the
proposed recommendations by the ergonomics consultant. The economic cost analysis (payback method) yielded 5.35 years return-on-investment (ROI). Packaging productivity improved by 29%. Due to recent economic hardships the true impact of this redesign cannot be fully tested. The quality of the shipping box has improved in both the packaging integrity and visual appearance. Seventy-Four percent (74%) of CTD risk factors were eliminated because of the interventions. Packaging material costs decreased lS% to 26% and are dependent on box size and product configuration. The new packaging design has reduced the use of nonbiodegradable liquid foam by 50% and promotes the company's policy on being green. The success of this project was due to thorough attention to detail and employee involvement. This project was initiated in October 2008 and implemented in October 2009 at a cost of$336,000.
