Industrial Engineering And Production Management By Mahajan Pdf Free 248 [NEW]
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SUMMARY: The Occupational Safety and Health Administration is proposing an ergonomics program standard to address the significant risk of work-related musculoskeletal disorders (MSDs) confronting employees in various jobs in general industry workplaces. General industry employers covered by the standard would be required to establish an ergonomics program containing some or all of the elements typical of successful ergonomics programs: management leadership and employee participation, job hazard analysis and control, hazard information and reporting, training, MSD management, and program evaluation, depending on the types of jobs in their workplace and whether a musculoskeletal disorder covered by the standard has occurred. The proposed standard would require all general industry employers whose employees perform manufacturing or manual handling jobs to implement a basic ergonomics program in those jobs. The basic program includes the following elements: management leadership and employee participation, and hazard information and reporting. If an employee in a manufacturing or manual handling job experiences an OSHA-recordable MSD that is additionally determined by the employer to be covered by the proposed standard, the employer would be required to implement the full ergonomics program for that job and all other jobs in the establishment involving the same physical work activities. The full program includes, in addition to the elements in the basic program, a hazard analysis of the job; the implementation of engineering, work practice, or administrative controls to eliminate or substantially reduce the hazards identified in that job; training the employees in that job and their supervisors; and the provision of MSD management, including, where appropriate, temporary work restrictions and access to a health care provider or other professional if a covered MSD occurs. General industry employers whose employees work in jobs other than manual handling or manufacturing and experience an MSD that is determined by the employer to be covered by the standard would also be required by the proposed rule to implement an ergonomics program for those jobs.
In 1989, OSHA issued the Safety and Health Program Management Guidelines (54 FR 3904, Jan. 26, 1989), which are voluntary program management guidelines to assist employers in developing effective safety and health programs. These program management guidelines, which are based on the widely accepted industrial hygiene principles of management commitment and employee involvement, worksite hazard analysis, hazard prevention and control, and employee training, also serve as the foundation for effective ergonomics programs. In August 1990, OSHA issued the Ergonomics Program Management Guidelines for Meatpacking Plants (Ex. 2-13), which utilized the four program components from the safety and health management guidelines, supplemented by other ergonomics-specific program elements (e.g., medical management). The ergonomic guidelines were based on the best available scientific evidence, the best practices of successful companies with these programs, advice from the National Institute for Occupational Safety and Health (NIOSH), the scientific literature, and OSHA's experience with enforcement actions. Many commenters in various industries have said that they have implemented their ergonomics programs primarily on the basis of the OSHA ergonomics guidelines (Exs. 3-50, 3-61, 3-95, 3-97, 3-113, 3-121, 3-125), and there has been general agreement among stakeholders that these program elements should be included in any OSHA ergonomics standard (Exs. 3-27, 3- 46, 3-51, 3-61, 3-89, 3-95, 3-113, 3-119, 3-160, 3-184).
Another statement of support for management commitment was provided by Mr. Stephen Rohrer, Section Head, EG&G Energy Measurements, Inc. (Ex. 3-27). In explaining the ergonomics program at his company, Mr. Rohrer stated, \"[O]ne of the key components of the program was obtaining upper management support for ergonomics. This was accomplished by a policy statement placing ergonomics at the same level of importance as the company's production processes' (Ex. 3-27, p. 2).
OSHA notes that the proposed management leadership provisions of the rule have been written in performance language to allow individual employers to implement them as appropriate to conditions in their workplace. This approach avoids the over specification that some stakeholders were concerned about. On the second point, the importance of employee involvement to program effectiveness, the discussion below makes clear that OSHA, and many stakeholders, safety and health professionals, and ergonomists agree that this element is the key to program success. OSHA has also been careful to structure the proposed rule's employee participation requirements so that they are entirely consonant with the case law based on the NLRA. The proposed rule does not, for example, mandate any particular method -- such as employee committees -- for ensuring employee participation. This leaves employers free to involve employees in the program in ways that do not violate the NLRA but will further meaningful employee participation.
The structured participation of workers is needed for several reasons. Complaints of symptoms will not be freely given if workers fear reprisal by management. Workers know their job best and must be brought into the process of redesign. The close relationship of this activity to work standards and productivity issues requires prior understandings and continuing oversight. The program must maintain an emphasis on the prevention of pain and suffering, not a cost benefit calculation, and that requires worker involvement.
There are many different ways in which employers can comply with the requirement to ask employees about the problem job, and OSHA does not intend to require employers to use a certain method. Employers are free to use any method to get information from employees about the problems in the job. Employers may do something as simple as informally talking with employees while observing the job being performed. Consulting with employees in the problem job can be made part of a regular staff or production meeting or \"toolbox chat.\" Employers may ask employees through surveys/questionnaires and more formal employee interviews. Many employers have developed very effective tools for gathering important job information from employees who do the job.
Paragraph (a) of 1910.920 does, however, state that engineering controls are the preferred method of eliminating or substantially reducing MSD hazards in cases where these controls are feasible. The proposal defines engineering controls as controls that physically change the job in a way that eliminates or materially reduces the MSD hazard or hazards present. Examples of engineering controls that are used to address ergonomic hazards are workstation modifications, changes to the tools or equipment used to do the job, facility redesigns, altering production processes, and/or changing or modifying the materials used.
When choosing an engineering control to address a particular ergonomic problem, employers often have many choices, depending on how much they wish to spend, how permanent a solution they seek, how extensive a production process change they need, and employee acceptance and preference. For example, as MacLeod (Ex. 26-1425) points out, an employer whose VDU operators are experiencing neck and shoulder problems has many options available, including the following:
MSD management also reduces MSDs through prevention. Specifically, MSD management helps to prevent future problems through development and communication of information about the occurrence of MSDs. For example, where engineering, design and procurement personnel are alerted to the occurrence of MSDs, they can help to implement the best kind of ergonomic controls: controlling MSD hazards in the design and purchase phase to prevent their introduction into the workplace.
OSHA is using the term \"MSD management\" in the proposed rule rather than \"medical management.\" \"Medical management\" is a term that OSHA has used in earlier ergonomics publications (e.g., Ergonomics Program Management Guidelines for Meatpacking Plants (1990)) and stakeholders have become familiar with it. However, OSHA believes that \"MSD management\" is a more accurate term because it emphasizes that the successful resolution of MSDs may involve professionals from many disciplines. These individuals may include physicians, occupational health nurses, nurse practitioners, physician assistants, occupational therapists, physical therapists, industrial hygienists, ergonomists, safety engineers, or members of workplace safety and health committees. OSHA believes that all of these individuals, along with the employer and employees, may have a role to play in MSD management, depending on the size, organizational structure, or culture of the particular workplace.
The term MSD management in the proposed standard does not cover particular diagnostic tests, treatment protocols, or specific treatments but instead refers to the employer's process of ensuring that injured employees have access to appropriate help when they need it. It is not the purpose of this standard to dictate professional practice for HCPs. An employer is free to establish such protocols in consultation with an HCP, but this is not required by the standard. Many stakeholders urged OSHA to leave the establishment of treatment protocols and procedures for covered MSDs to the HCPs (see, e.g., Ex. 3-154). Where HCP evaluation, treatment, and follow-up is necessary, OSHA believes that HCPs will prescribe treatment and specific therapeutics on the basis of the best available knowledge at the time that care is provided. In addition, OSHA believes HCPs will closely monitor the employee's progress to evaluate the effectiveness of the prescribed treatment. It has also generally not been OSHA's practice, in other health standards, to dictate specific diagnostic procedures or treatment protocols. 153554b96e
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