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Session 2: INTERVENTIONS CURRENTLY USED IN THE TRADES TOCONTROL MSDs AND SOFT TISSUE INJURY RISK FACTORS

2-1 Interventions Used in the Electrical Trade Soft Tissue Injuries ProjectBert Mazeau, Corporate Safety DirectorRosendin Electric, San Jose, California

2-2 Ergonomic Injuries, Repetitive Motion Trauma, WMSDs, and Soft Tissue InjuriesMike Murphy, Safety CoordinatorNational Electrical Contractors Association-International Brotherhood of Electrical Workers (NECA-IBEW) Electrical Training Center, Portland, Oregon

2-3 Construction Ergonomics: A Participatory ProcessTony Barsotti, Safety DirectorHoffman Construction, Portland, Oregon

2-4 Ergonomics Intervention in the Pipefitting IndustryJoe York, Journeyman Training CoordinatorUA Apprenticeship Steamfitter/Pipefitter, Oregon

2-5 Interventions Currently Used in the Trades to Control MSDs and Soft Tissue Injury Risk FactorsPart 1, Successful Sheet Metal Interventions to Control MSD Risk Factors atStreimer Sheet Metal Works, Inc.Phil Lemons, Safety CoordinatorStreimer Sheet Metal Works, Inc., Portland, OregonPart 2, Streimer’s Ergonomic Intervention to Facilitate Ductwork AssemblyKelly True, Project ManagerIntel D-1-D Project, Streimer Sheet Metal Works, Inc., Portland, Oregon

2-6 Training Tools for Owners, Contractors, and WorkersCharles Austin, Industrial HygienistSheet Metal Occupational Health Institute Trust (SMOHIT), Alexandria, Virginia

2-7 An Ergonomic Evaluation of a Mechanical Contractor Shop for Compliance With the Washington State Ergonomics RulePeregrin Spielholz, ErgonomistSafety and Health Assessment and Research for Prevention (SHARP) Program, Washington State Department of Labor & Industries

[Please note: The following presentation summaries are transcriptions from the 2-daymeeting. These transcriptions have been edited and reworded for clarity of meaning. Thepresentations, including questions and answers, are included in the proceedings as documentation of the meeting. The content, however, might not reflect current NIOSHpolicy or endorsement.]

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The general risk factors for soft tissueinjuries are force, lifting, pushing andpulling, awkward postures, cramped workarea, repetitive work, and contact stress.Tasks in the electrical trades that caninvolve these risk factors include:

• Twisting wire nuts on wire ends;

• Installing conduit overhead and to the floor line (there is a lot of overhead work in the trade);

• Pulling wire;

• Installing light fixtures;

• Moving and installing switch gear,transformers, and generators;

• Bending conduit; and,

• Drilling into ceilings and floors.

Rosendin Electric focuses on the pre-jobplanning process to address lifting andbody positioning. As part of the pre-taskplan, we use a soft tissue protection planand a safe lifting plan. For anythingweighing over 50 lb, we develop a safelifting plan for the crew, and the crewsigns off on it. In the soft tissue protec-tion plan, we identify types of hazards,the body position, the exposure, the

control measures, and the personalprotective equipment requirement.

Another thing we do is prefabrication ofassemblies. This can be done in the shop,on tabletops with stools, to minimizestrains. We can assemble them in largequantities and then ship them out to a jobsite, rather than having on-site peopleassemble them in ones and twos.

For New Hires

Hand tools are generally provided byemployees. We check a person’s tools todetermine whether they are adequate forthe job. When tools are first purchased,they are bought by a low-wageapprentice, and they carry them aslong as they can. They seldom getergonomically-designed tools. Weinterview new hires using an experi-ence and training form. The personlists the types of training they have hadon various tools and equipment, suchas scissor lifts and benders. The formhelps us decide where to place thatperson. New hire orientation is key:our training deals with soft tissueinjuries and proper lifting techniques.At our weekly tailgate meetings, thesethings are discussed again, so that we canre-train people who are not doing thingsthe proper way. Our training reaches bothsupervisors and employees. Quarterly

Session 2: 2-1INTERVENTIONS USED IN THE ELECTRICAL TRADE SOFTTISSUE INJURIES PROJECT

Bert Mazeau, Corporate Safety DirectorRosendin Electric, San Jose, California

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supervisors’ meetings target these areas.This year’s target areas are MSDs and cutsto the hands. We have had an ergonomistand physical therapists come in, to provideinformation to the supervisors.

Awkward Body Positions

It is not always possible to engineer thingsin this business, but we try. Here areexamples of the types of situations peopleget into.

In the following picture, (Figure 2-1.1) aworker is handling a piece of pipe thatweighs 110 lb. It was team-lifted into position. He is in cramped quarters, undera building, down on his knees, in the dirt.It is an awkward position for his back andshoulders.

Our company tries to set up pre-jobstretching, warm-ups, and pre-taskstretching, to get the person warmed upfor the particular task they will be doing.*

Our company uses scissor lifts atremendous amount. We try to getpeople to position the platform at theproper level, so they do not have tooverly extend their arms. We also usefiberglass ladders rather than wood.Fiberglass ladders result in less rattlingand shaking, and fewer falls, and they arelighter.

The worker in the picture below (Figure2-1.2) is working extremely hard. Thecrew came by and assisted him; fivepeople pulled on that rope.

The following picture (Figure 2-1.3)shows a worker installing pipe on adeck. The worker is securing the pipewith wire. His position is tough on hisback, and he is not wearing kneepads.One thing our company uses in this situation is plastic tie-wraps instead ofwire, to allow the concrete to be poured.We also instruct workers to changepositions frequently.

Figure 2-1.1. Worker installing pipe Figure 2-1.2. Worker tugging on rope

*The effectiveness of stretching exercises in preventing injuries from work has not been proven. Formore information on this topic, see Hess et al., 2003.

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Equipment and Materials

Different types of ergonomic equipmentare available for pulling conductors(e.g., wires and cables), and muchmore power can be used. The picturebelow (Figure 2-1.4) shows a cabletugger/cable puller. This piece ofequipment can do a lot of the work. Inadd ition to the cable pullers, our company also uses cable feeders.

The following picture (Figure 2-1.5)shows a creeper, which is somethingwe designed for a particular job in tightquarters. We built this creeper for theindividual. It has an adjustable backrestand neck and lumbar supports. Theworker was able to change positions,and he is wearing kneepads. The workercould get off the creeper at times. We alsohad a material cart attached, that he couldbring with him.

The next picture (Figure 2-1.6) showsan elevated reel, an intervention a gen-eral foreman devised. We raised thisreel of wire to give it a gravity feed,rather than having to pull it off a reel onthe ground. One person can work theelevated reel.

Our company is trying to work smarter, notharder. Nobody in the business shouldhave to give up their body.

Body Savers

Following are some tools and equip-ment that can reduce exposures towork-related WMSD risk factors:

• Ratchet sets, instead of openendwrenches. These are especially helpful when you are putting together heavy things, such as switchgear and other large objects

Figure 2-1.3. Worker installing pipe on deck Figure 2-1.4. Worker operating cable tugger/puller

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• Fixture lifts, so the worker does not have to lift and hold the fix-ture;

• Scissor lifts to give the worker a mobile platform on which to work;

• Power tuggers;• Multi-ton rollers to move

switchgear and heavy objects around without making a worker pull the entire crew over to “muscle” something up;

• Air packs (which are like air tables) on which a heavy object can be placed and moved around with a flow of air;

• Cordless (battery) screwdrivers. It takes 10 partial wrist twists to put on a wire nut. A worker can use an adapter on a battery; screwdriver—all the worker has to do is hit the trigger and it turns the wire nut onto the wire;

• No tool belts. Our company uses carts instead. The worker can take his tools, connections, and pipe with him;

• Forklifts, including reach forks;• Cranes;• Pipe racks. We put pipe on racks

instead of on the floor;• Wire feeders; and,• Battery drills.

Questions from Presentation 2-1

Question for Bert Mazeau: How doworkers react to your implementation?

Answer: It runs the gamut. Some saypain and aches are part of the trade.Younger journeymen and apprenticesseem more interested. More informationis available to them through their newsletters and journals.

Question for Bert Mazeau: Have lost-time injuries (LTI) decreased?

Answer: To some extent. It’s a little tooearly to tell. We use leading indicatorsobservations—to see how people areperforming. The lagging indicators arethe metrics. Over time, we will get abetter feel for it.

Figure 2-1.5. Worker using customized creeper Figure 2-1.6. Elevated reel to assistinstallation

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I work for 4,000 journeymen, 600apprentices, and 125 contractors. I workfor both the contractors and the union.The contractors pay my wages; theunions ask me to do things.

At an OSHA hearing on ergonomics, thepresident of an Idaho logging companytestified about the reason her companydid not need an ergonomics standard. Shesaid their people do not have to quit workdue to ergonomics, because their majorproblems are caused by chainsaws—thestress and the vibration. She talked aboutthe choker setters (the people who oper-ate the big equipment). She was definingsoft tissue injuries, but she had no ideathat what she was describing was exactlywhat the hearing was about. That is thesame problem we have with our contractors.We try to make them understand the frequency of soft tissue injuries—that thebiggest amount of money paid out is for softtissue injuries.

The workers in NECA-IBEW are askingeach of our employers to voluntarily fill outan Injury/Illness Report Form, and themajority of our employers are turning inthe forms. We have been able to show ouremployers where the injuries are, whichare the same as what has been reportedhere today.

What we are doing to correct the problemis a boot camp for new apprentices. Twoweeks prior to going on a job site, webring them into the training center. Weteach them how to use hand tools, andhow to use their bodies. We furnish toolbelts: two pouches with a belt and sus-penders. We buy their hand tools—ergonomic ones—screwdrivers that fittheir hands a lot better, and wire strippers.The apprentices can show the journey-men on the job site. We have found thisis a cultural thing. We get resistance fromthe journeyman: “This is the way I’ve done it for 20 years, and I’m going to do itthis way for another 10 or 15 years.”

At our last Trust meeting (I work for fouremployers and four union people), theyagreed that for one day in a two-weekperiod, we would bring in a doctor and aperson who deals with ergonomic injuries,and go through range-of-motion testing forall apprentices. The apprentices can learnwhat restrictions they have, and what theycan do to overcome problems they mighthave. The majority of accidents happen toapprentices, or people who have been inthe trade less than five years. Those arethe reversible injuries. Older workers, withat least 15-years of experience, havecumulative injuries to their backs, knees,hips, and shoulders. We make an

Session 2: PRESENTATION 2-2ERGONOMIC INJURIES, REPETITiVE MOTION TRAUMA,WMSDS, AND SOFT TISSUE INJURIES

Mike Murphy, Safety CoordinatorNational Electrical Contractors Association-International Brotherhood ofElectrical Workers (NECA–IBEW) Electrical Training Center, Portland, Oregon

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example of them, by showing them to theapprentices. We will say, “You’re workingwith Charlie—He never climbs a ladder.He can’t. His knees are shot. He does allthe work on the ground; you do all thework in the air.” Of course, we talk toCharlie beforehand. So, the apprenticessee what has happened to a person whohas been in the trade for 20 or 30 years.

We were recently awarded a grant fromOregon OSHA to do an ergonomics studyat two job sites. We will buy battery-powered hand tools for the workers andwatch them for 8 to 12 months to see whatchanges occur. We will talk to them aboutwhat hurts, why, and what tasks makethem hurt.

We are using job hazard analyses done byRosendin Electric and other employers.Through our monthly joint safety committeemeetings, we hope to take these ergonomicchanges to all 125 employers.

Questions from Presentation 2-2

Question for Mike Murphy: Did you haveto get approval from management for bootcamp? Who’s paying for it?

Answer: It’s paid for by the industry on acents–per–hour basis. It came out of thenecessity to have a trained workforcewhen they went on the job site, so theyknew about the noise and the constantmotion. The average age when appren-tices start is 22 to 23; they have been

working in stores or going to school. Theyare not used to the hazards of the job site.We were having apprentices injuredimmediately when they went on the jobsite, just from the confusion. We’re tryingto take that confusion out of the job site.

It was hard to sell to employers. Theydidn’t want it because of cost. Now theyrave about it. It is saving them money. Ithas cut down on injuries. Apprenticesare more productive, and they are notborrowing tools from journeymen. Theyknow how to handle tools, how to bendconduit, and how not to hurt their bodywhen they are bending conduit. Wework with them on pulling wire, andmake sure they understand the safetyrules. They can train the journeymenthat it is not a safe condition. They cansay, “I’ve been told by Mike Murphy thisis an unsafe condition, and I do not haveto do it.”

The other thing the training trust—JATC—has given me: If I go on a job siteand there is intimidation of an apprenticeto do something unsafe, I can take thatapprentice out of that shop and put him ina shop I know is safe. If the employergives me problems, I take all the appren-tices out of that shop, and the employerdoesn’t get an apprentice for two years.So, the employers pay attention.

We’re also changing to a day-schoolconcept—so we have apprentices eighthours at a time, instead of three hourson two nights a week.

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I’m a “hybrid person”, who bridgesbetween the employer and the worker. I’ma pipefitter by trade. Eight years ago, Iwent to work for Hoffman Construction.My experience is mostly in high-tech work,including Intel, an owner with multiple capital projects and a commitment to creating an injury-free work environment.An integral part of changing the industry isthe support of the owners.

One of the biggest challenges we havefaced in the years of working with theUniversity of Oregon on a CPWR grant[funded by the NIOSH] has been, “What isit that keeps us from implementing thesethings?”

We have wrestled with the blend betweenspecific techniques and tools, versuschanging the work practices. I will talkmost about work organization and thechallenges to implementing solutions tomusculoskeletal exposures. The chal-lenge is not about what can be done.There are so many areas where we canmake changes right away. It is aboutunderstanding the barriers that keep usfrom making changes.

To be successful, the process has to beparticipatory and involve the whole gamutof people who are involved in the project.

The process is what counts. (Figure 2-3.1)The means will determine the ends.

We are asking people to be involved. Wecannot succeed without the full knowledgeand experience of everybody who is partof the organization. We cannot adapt tothe changing environment without usingthe experience of the crews and the front-line supervision. The industry is one of thelast bastions of the “command-and-control” chain of command. We have tolet go of some of that if we are askingpeople to participate and create win-winsituations.

I brought with me a job hazard analysisfor piping contractors and some analysisof their injuries, leading to some improve-ment plans we can look at in the breakoutsession.

The movement to develop a job hazardanalysis and apply it to the job site is agood thing. The job hazard analysis hasreplaced the company safety manual assomething the company has on their shelf.It exists as a document. In the compliancemode of, “I won’t get into trouble becauseI have it.” That is a good achievement, butit is not a living document that is part ofthe way the organization breathes, that isavailable as people are working on a project.

Tony Barsotti, Safety DirectorHoffman Construction, Portland, Oregon

Session 2: PRESENTATION 2-3CONSTRUCTION ERGONOMICS: A PARTICIPATORY PROCESS

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We are moving into the next phase,what we call an activity hazard analysis.This is the next step in the process, inwhich we want each organization tolook at the specific scope of work, thespecific environment, and the specificschedule. What are the activities andwhat are the hazards? What are theengineering controls, and what are wegoing to ask the workers to do throughuse of personal protective equipment(PPE) to control those hazards?

Many musculoskeletal exposures arecommon across the trades (Figure 2-3.2).

Barriers to Change

The level of understanding of risk factorsfor MSDs is high, but people are not necessarily seeing all of the risk factors.Even among safety professionals, thereare so many other safety-related things tolook for, that the person is not focused onthe body position, the awkward posture,and how long they are doing it. This isbecause the person is still having to lookat whether they are tied off, wearing theirsafety glasses, the housekeeping, and

how their cords are strung. Even safetyprofessionals may still be trying to figureout how many feet of pipe they got intoday, or if they are making their units thisweek. It is a much further distance to seeand understand these risk factors.Therefore, we have lots of work ahead ofus to popularize these MSD risk factors.

Fast-paced projects challenge howcommunications flow inside organiza-tions and across organizations on amulti-employer work site. We find peoplewho constrict information for controlpurposes. Planning is a great tool,but what counts is who participates inthe planning and when, in order toask the right questions as decisionsare made.

There is a general paradigm shift going onin society. The old views limit our ability touse the knowledge of the people who aredoing the work: they are hierarchical; theydo not support participatory notions. Thereis a competitive view, which is very differentfrom what Bert Mazeau talked about inPresentation 2-1. People might have a greatnew approach, but they do not want toshare it because it gives their company a

Figure 2-3.1. Elements of participatory process Figure 2-3.2. Musculoskeletal exposure examples

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competitive advantage on the next bid.We have some progressive contractorswho understand interdependence, andthat we all go forward on a rising tide.However, we have other contractors whotake the short view and advance their owninterests in a short time frame. Lump sumbidding (which we are not going to changeovernight) gets in our way. We are trappedin a project-to-project mentality.

We have taken some strides in bringingpeople into the process earlier, so that weare using the knowledge and experiencenot only of the crews and individuals, butalso of the organizations, in the planningand the sequencing of the project itself.This means the design is better, since itconsiders constructing issues. The designconsiders how the job is set up, andwhere the materials and the lay-downareas are. These things can only happenwhen we have the right people involved at the times in the process when key decisions are being made.

We have to address the tensionbetween a competitive environment, andone of collaboration and cooperation. Inthe field, cooperation gets the workdone. We cannot impose this as anotherappendage, or another program. It won’twork. It has to grow as a more organicmodel. If we are into empowerment, wehave to let the organizations shape thisprocess, so they can see how to make itwork with their people. These conceptsallow each of our organizations tobecome what they actually can be, sothey must be participants in shaping theprocess.

The foreman-crew relationship is critical.If 95 out of 100 conversations with the foreman is about progress and production, and management talks withthem about general safety concerns (letalone musculoskeletal injury) once ortwice in 100 times, it is clear that produc-tion is what is important to management.

Figure 2-3.3. Construction ergonomics intervention matrix

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The foreman-crew relationship is muchmore in our control than we appreciate.Figure 2-3.3 shows the interventions on acontinuum of short-term to long-term, andof the complexity of the solutions. Theinterventions available to the crew, or tothe foreman or general foreman, or evento the general superintendent are still thefield fixes (see lower-left corner). Projectspecific interventions are shown in thebottom half of the matrix.

The industry-wide interventions (upperhalf) require our organizations to partici-pate earlier in the process. Constraints arebuilt in by decisions made earlier. Theyaffect what is available for the crews onthe construction sites. The industry-wideissues will take us a lot more time toachieve. We have to work in all of thesequadrants at the same time. There is atendency to work only in the field fixes,

asking, “What is available for the crewsright now?” and, “What can they do differ-ently?” If we are not working in all of thequadrants simultaneously, we are going torestrict what is available to the crews rightnow.

Measures of Success

The notion of measuring performance isalso changing. Figure 2-3.4 lists ways tomeasure success.

It is a good idea to always measure howwe are doing against our plan. We shouldnot be so worried about our results,because by the time we get the results, it isalready too late to make changes. Instead,we should consider how we are doingalong the way with these interventions.

Figure 2-3.4. Measures of success

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In Local 290, I am responsible for training5,000 people. I’m like a superintendent ofschools: I hire the teachers and create thecurriculum. Our area is bigger than SiliconValley in terms of the number of techplants. The majority of work our peopleare doing now is in high-tech industry.

The first class our people go through isuse and care of tools. This is their intro-duction to ergonomics.

I have an unusual background. My fatherwas a pipeliner, my mother was an Indian,and we traveled around the country in thelate ‘40s and early ‘50s following the workon pipelines. In those days, pipeliners didnot have much in the way of safety. Theyhad only one thing that was necessary,and that was to do a day’s work for lessthan a day’s pay. What you got off forlunch was one glove. They did not havetoolbox meetings or things like that, andpeople were killed. I have been on many,many projects where people died.

Today, we have finally become aware thatpeople need to have some longevity intheir work. I started welding while I was inhigh school. I have worked virtually allover the country. I thought I would talkabout the pipeline industry and some ofthe changes that have occurred inergonomics.

When I learned what ergonomics was, Idiscovered that I have been a friend ofergonomics all my life. I did not know it atthe time. In fact, ergonomics has beenaround forever. Ten thousand years ago,my people went out to hunt the woollymammoth, and they used spears to chuckat them.

Somebody came along and said, “If weput this device on the end of this thing, wewill call it an “atlatl”, and we can throw thisthing at four times the speed we canchuck a regular spear. We do not have toget so close. It is a little bit safer.” Thensomebody else said, “Yeah, but if we takea stick and tie a string across it, we canfling arrows at them, and we can arch itout there; we do not have to be nearly asclose.”

In archery today, we have a compoundbow. A bow rated at 70 lb draw weight willmechanically diminish the amount ofweight by as much as 30% to 60%. Themechanical advantage gained is anergonomic bonus: if you are only holding30%, you can hold that for a long time andlook around. Not only that—there is adevice that hooks onto your hand called arelease, and it snaps onto the string. If Iwere shooting an ordinary bow, I’d bepulling it back this way. With this device, Ican pull it back like so, and turn. If younotice, when your hands are normal—like

Joe York, Journeyman Training CoordinatorUA Apprenticeship

Session 2: PRESENTATION 2-4ERGONOMIC INTERVENTIONS IN THE PIPEFITTING INDUSTRY

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this—when you bring your hand up—likeso—that is not the normal way to pull abow. However, with the quick-release, youcan roll it around, and this causes a lotless stress. So if you shoot an arrow aboutfive bazillion times, it may keep you fromhaving carpal tunnel.

When I first started welding, I was prettysmall, so my arm was not as long as thewelding rod. The contractor’s main ideawas to get as many pipeline welds as hecould in a day, to make him more money.So I learned to put the rod in the stinger,bend it, and rip it around like so. Thatsounds easy. Then I could bend it at anangle, and then I could reach down andweld. Over a period of time I probably benta boxcar load of those rods around, and itwasn’t until John came along that I knewthat carpal tunnel existed, and that I wasprobably at great risk.

We have a symbiotic relationship with theindustry’s contractors. They must provideus with a safe working environment. Theymust provide us with the tools, the equip-ment, and the materials so we can do aproductive job. We have to make theattempt to do that job in a professionalmanner, in a way that we are not going toget hurt.

Several years ago, one of our young men,Donald Dunn, leaned a ladder against afiberglass tank. The ladder slid off and itkilled him. Because the engineers hadengineered away the apparatus that wassupposed to contain the ladder for sup-port, his wife received a fairly largestipend. She blessed the Local 290 train-ing center with a trust, of which TonyBarsotti and I are a part. We have beenholding the Donald Dunn Memorial

Seminar for 5 years. We have made everyeffort to involve ergonomics in our pro-gram.

Billy Gibbons has opened the eyes ofmany contractors in the high-tech industryto the knowledge that working safe canalso be a production thing. If you do nothave lost-time injuries (LTI), you can getwork done sooner, faster, better, and atless cost.

Our people can retire at age 55. We donot really want them to, but if they havesoft tissue injuries, it becomes imperativethat they do retire, which means they takeaway from their retirement accounts formany more years than if they had lived tobe an old person before they retired.

In 1960, my younger brother, 16 years old,had his leg cut off on a pipeline. He want-ed to become a welder like his father andthe others members of his family. Hecouldn’t climb ladders, he couldn’t work offforklifts, he couldn’t even get around theproject, and so he ended up becoming awire welder on a station where the piperolls around. Moreover, because of that, itwore him out. Ergonomic interventionsthat are available now would haveenabled him to work several years longer.The industry has learned to weld wire onthe top of the big pipe, so the worker is ina position like so. My brother developedhis skills to the point where he was a valu-able asset to the contractor. He got to bethe best wire welder in our local. Helearned to weld down on the side, where itwas more comfortable.

We did not know, then, that the NationalAeronautics and Space Administration(NASA) was going to invent a product that

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would make really soft material—a lot ofthings that affect ergonomics today havecome from NASA. A good example isorbital welding machines. We use them inthe high-tech industry; we use them in thefood industry and in pharmaceuticals. Wewill also be using them in hospitals. Wewill weld copper with them in the next fiveyears. Automatic welding machines alsocame from the trickle-down effect fromNASA.

I worked in Prudhoe Bay, Alaska, at–80oF. Ordinary rubberized material can-not be used there. A regular cord will snapinto two pieces. NASA developed materialthat was first used for seals on the spaceshuttles. Now, this material is used forcoating on electrical connections.

(Presentation slide not available.) On myrig, I do pipeline welding. This slide showstwo welders taking a test. Each of theirwelds will be X-rayed. That is an insideline-up clamp—those things are fantastic.They have been around a long time, butnot at this level. I have pictures from backin the 1960s of 30 guys pulling on a rod topull that thing up a hill. Nowadays, thesethings are automatic. They have air tothem; they run right out; they will punchthe pipe out to be perfectly round; and itgives these guys an opportunity to weld ina manner.

(Presentation slide not available.)This is called a stinger lead, andbecause that material is coated withthe same material that was developedfor NASA, over a period of an 8- to

12-hour day, the worker is going tohave less fatigue. His quality of weldswill be maintained.

(Presentation slide not available.) Notice amud board there. I built myself a ladder. Inmost areas where fitters are encouragedby the employer to provide themselveswith a safer way to do something, ourguys are very creative.

If you ever visit Kinetics, a high-techfabrication shop in Wilsonville, Oregon,you can see people working in a clean-room environment. (Presentation slidenot available.) You will see all kinds ofinventions these gentlemen have madeto make it easier for them—clampingdevices, material handling, bendingand fabrication jigs. And, because itis easier, production increases. Butcontractors do not want you to learnwhat they can do, because you willbecome a competitor for them.

(Presentation slide not available.)Already on the market, are all kinds oftools that are ergonomically designed.This is a 3/8-inch ratchet. It does nothave much leverage on it, but after Ibreak the bolt free, I am going to leavethe Craftsman in the toolbox and usesomething like this. It will fit in my pocket, but more than anything else, itfits in my hand. Sandvik, in the Portlandarea—a usual participant at our DonaldDunn seminar—makes all kinds ofergonomic tools. These kinds of toolswill promote ergonomics in our field.

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Streimer Sheet Metal is probably thesmallest group presenting today, com-pared to these great organizations anduniversities. I will bolster our position bytalking for the group of contractorsthroughout the state of Oregon; 29 com-panies that are part of our local SheetMetal and Air-conditioning Contractors’National Association (SMACNA) chapter.

When I got the call from Jim Albers, Itook the idea to the SMACNA safetycommittee. I talked to people in themember companies and came up withseven or maybe eight people who hada general awareness that performingcertain jobs would increase the risk ofmusculoskeletal injuries. Less thanone-third of the contractors have adesignated safety officer, and half ofthose are part-time.

Those of us active in safety areas didfurther research. Some of the things weare doing are:

• Promoting the Sheet MetalOccupational Health Institute Trust(SMOHIT) stress managementbook [1999]. We have a completeprogram at the association level,

promoted throughout the state andat job sites.

• Submitting a proposal to OregonOSHA for a grant to copy the elec-tricians’ proposal from Mike Murphyto increase SMACNA awareness ofMSDS, so that members can identi-fy it and have some tools available.

Here are some of the things that havebeen done in Oregon. Most of these wehave done at our company:

• Placed scrap tables beneath allshears, bringing scrap closer to theworker for both clean up and recycle.

• Designed and built handles thateasily snap onto the top of theseheavy steel tables, allowing them tobe pulled to a vertical position toget them out of the way for furtherclean-up, or moved back so we canget by the shear.

• Built and installed exterior wheelsfor manual blade movement onour shear. Prior to this, we had totake up the housing; a man had to get down on his knees on a

Phil Lemons, Safety CoordinatorStreimer Sheet Metal Works, Inc., Portland, Oregon

Session 2: PRESENTATION 2-5ERGONOMIC INTERVENTIONS in the sheet metalindustryPART 1: SUCCESSFUL SHEET METAL INTERVENTIONS TOCONTROL MSD RISK FACTORS AT STREIMER SHEET METALWORKS, INC.

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concrete floor and jimmy the pulleys to slowly move the shearblade to get it to incremental posi-tions for maintenance. Now, wehave eliminated that by installing a14-inch-diameter steel wheel onthe outside, which turns the materi-al inside the housing. It is muchsafer, as well as much better physi-cally, to do that job standing up.

• Modified all portable welders withpull-down ramps so oxygen andacetylene tanks roll on and off thewelder, eliminating the need to everlift these tanks, which can be quiteheavy, even when empty.

• Modified our cylinder storage roomareas to eliminate lifting of thetanks, as well.

• Purchased handcarts specificallyfor transportation of acetylene andoxygen tanks.

• Built drill bit extensions for over-head work, to keep the tool and theworkers’ hands below their shoul-ders, primarily at the waist. Wehave various lengths of drill bitextensions.

• Built various, specifically sizedtools for safe removal of systemcomponents and high-efficiencyparticulate air (HEPA) filters at ourhigh-tech plants and for other oftenawkward or heavy maintenanceitems.

• Built various types and sizes ofscissor lift attachments to reduce oreliminate manual material handling(MMH), primarily for our architec-tural division, which puts panels onthe outside of buildings.

• Converted all work tables in theshop and field into rolling tables.

• Modified our chemical processtasks (bonding processes to joinsections of round fiberglass pipe, orduct) so the work can be done nearwaist height.

• Changed to using carts, and awayfrom using tool bags.

• Built and utilized push sticks forplacement of overhead electricalcords, to eliminate ladders as muchas possible on that task.

• Modified RubbermaidTM tool cartswith taller handles, eliminatingbending.

Three primary factors prevent ergonomicsfrom getting more into the mainstream ofour daily work in the shop and the field:

1. The reluctance on our workers’part to change work practices,especially those who are older orwho have trained younger work-ers that this is the way to do ajob. So, we are looking for inter-ventions earlier on, primarilythrough our joint apprenticeship

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and training center. We are see-ing a lot of resistance to embrac-ing ergonomic solutions.

2. Fear at management level thatintroducing ergonomics will gen-erate more claims and costs thanit will prevent. We see a lot ofmisunderstanding at the owners’and managers’ level in manycompanies.

3. In Oregon, there is a lack of regu-latory requirement. In otherwords, the “hammer” isn’t there.

Finally, speaking for our company, the onebig thing that will get us over the hump issafety plus productivity. We have to

combine these as two sides of the sameinvestment dollar. One task I’m workingon this year is a training program forforemen to help them recognize basicrisk factors in ergonomics and to adjustbasic work practices, or to order engi-neering adjustments, as necessary, con-sistent with their needs to maintain highlevels of productivity and low cost. Weare not getting foremen to makechanges if they think it is going to makethe bottom line look bad. So, we are get-ting top management support; we aregetting permission for them to do this. We think in the long run we aregoing to find a number of areas wherewe can make tremendous strides thatare low-cost and high-impact.

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Introduction by Phil Lemons: Kelly has15 years’ experience with Intel projects,and with crew sizes up to 130 workers. Heis working on the largest semi-conductorfacility (aka, “fab”) that Intel has ever built,where he does research on ergonomicinterventions on this campus, along withBilly Gibbons and Steve Hecker. In 1996,our program got going because of a reportthat Billy Gibbons and Steve Hecker didfor us.

We have come up with several devicesto get our work done in a safe fashion.One came from the craft folks and theproject superintendent—a fine exampleof what you can do if everyone on theproject is involved. That is one of thekeys to success.

One of the definitions of ductwork is alot of air with a little bit of metal aroundit. Typically, a duct job comes out fromthe shop assembled, and you are in amaterial-handling mode getting it fromthe delivery truck into the building, andthen to the place where you have toinstall it. On this project, due to sitelogistics, we were faced with constraintson moving in material. So, ProjectSuperintendent Dave McBride wanted toput ductwork together out in the field. I

thought it would be inefficient. I hadergonomic concerns, and there wereweight limitations. I said, “If you can doit safely without putting anyone at risk,productively, [and] without exceedingthe 35 lb weight limitation that wehave on site, I’ll take a look at it.” Hesurpassed all of my expectations.

Otherwise, the person uses an air hammer,which requires a significant amount offorce. With an electric one, your hands arein a more ergonomically desirable place,and you need to put less pressure on theductwork to put it together.

Figure 2-5.1 shows a typical joint of duct.It usually comes out in an L shape, orthere might be four rails that you have toput together. At the bottom, are the feet ofthe duct-handling device that the crewdevised, which I will be describing.

In Figure 2-5.2, the duct seams are tackedtogether. The base plate and riser are partof the crew’s duct-handling device.

Figure 2-5.3 shows the strut piece with thetop portion of the clamp of the device.Normally, the duct would be put togetherin the shop, requiring several people tomanhandle these pieces. Workers are on

Kelly True, Project ManagerStreimer Sheet Metal Works, Inc., Portland, Oregon

Session 2: PRESENTATION 2-5ERGONOMIC INTERVENTIONS IN THE SHEET METALINDUSTRYPART 2: STREIMER’S ERGONOMIC INTERVENTION TO FACILITATE DUCTWORK ASSEMBLY

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their knees a lot while pounding the sec-tions together. They turn big pieces overand are at risk for strain, stress, and pinchpoints. Some of this ductwork is 10 footwide by 36 inches, and it would require awide-load permit to ship it out to the worksite.

Figure 2-5.4 provides a good idea of whatthe duct-handling device looks like. Thereis a top clamp, a bottom clamp, and apivot. Brackets with some simple hard-ware are available–UnistrutTM parts andclamps—common materials, which areeasily obtained.

Overhead is a beam that is hooked upto a hoist, which is attached to theembedded strut on this particular job.It could be done with an A-frame, orsomething else. However, this beamallows those arms to telescope in andout to accommodate different widthsof duct. So the workers get the duct-work into this device, hold it intoplace, and tack the sides together.

The duct is picked up, pivoted, and thenplaced on the cart shown in Figure 2-5.5,which is on rollers. It puts the assemblywork at a desirable height, so the workersdo not need to stoop over, or bend down

Figure 2-5.1. Typical joint of duct (duct half)

Figure 2-5.2. Tacking duct together

Figure 2-5.3. Clamp device

Figure 2-5.4. Setting up the clamp

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on their knees to tack the corners. Plus,they do not have to handle the weight.

Figure 2-5.6 shows another example ofsetting a Pittsburgh seam: You have amale part that goes into the female part,and you have an edge you hammer over,which clasps them together. This is amodified mason’s tool, in which the workeris setting the Pittsburgh seam. It has anice, ergonomically-designed handle anda guard to keep the worker from smashinghis hand. Typically, the worker has to hit avery small target.

Figure 2-5.7 shows the duct-handlingdevice. The workers opted for anoverhead control. You reach up for ashort duration to activate the hoist,

and then lift up the duct. One personcan do the task, and we rotate thisjob. To move some of this ductworkwith Streimer ’s weight l imitationswould take up to eight people, just toflop it over. So from a productivitystandpoint, it is much more efficient.You can see how easily it pivots andcan be placed back onto the workcart.

In Figure 2-5.8, the worker is essentiallyputting this corner piece in, which can bedone either on the horizontal, or on the flat.The workers mostly prefer to have that onthe ground when they set the corner in, andhammer those edges over to lock that intoplace.

Figure 2-5.5. Horizontal assembly

Figure 2-5.6. Setting a Pittsburgh seam Figure 2-5.7. Pick-up and rotate duct

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In Figure 2-5.9, the workers opted to gowith the hand truck to move the joint ofduct out, once the upper portion of thedevice was raised out of the way. Theypulled the jointed duct out and could takeit into the work area. They left the largerpieces lying horizontally on the cart,pushed the cart directly out to the jobarea, grabbed it with the forklift, raised theduct up into the work space, attached it,and hung it.

This duct-handling device was a brilliantidea devised by the crew and the super-intendent. They have all bought into it and offered suggestions on how toimprove it. They like it because it doesn’tburn them out at the end of the day.They can do a considerable amount ofwork safely and feel more productive.Their estimates were 30% to 50% productivity gain because of reduced

head count and impact to crews. Thedevice wasn’t very expensive—about$750, not including the cost of the hoist.

When we reduced the ergonomic risks,we created some mechanical ones. Tomitigate those, we instituted a dailychecklist to review the equipment andmake sure the cable, hoisting system,and fasteners were all secure and tight.

We also did some operator training. Theoperator worked with a partner, until heunderstood the proper operation of thedevice.

In summary, it is a simple device, madefrom common materials, and is easilytransportable. It is an effective way toget the job done safely on the job site,when conditions are normally a littlemore difficult.

Figure 2-5.8. Corner Installation Figure 2-5.9. Removing the completed duct

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I will talk about the ergonomic interventionson which SMOHIT is working. When Istarted working there five years ago,training primarily came from the workers orfrom the contractors’ own training programs,or the owners might also take part indeveloping materials. When we developedmaterials just for workers, they did notdeal with the issues of the contractors orthe owners. We tried to develop programsthat could speak to each group. ThePhysical Stress Management Program[SMOHIT 1999] came out of this effort toinvolve all three groups. We also workedwith the insurance company—RobinJohnson (CNA Insurance) worked withus—as well as Phil Lemons (StreimerSheet Metal), and also James Struthers.

The package includes a CD-ROM withPowerPoint®, a booklet on warm-up andstretching*, and a booklet on talking pointsfor training. At the back of the booklet is alist of various control measures for thesheet metal industry.

We developed a program called SoundAdvice [SMOHIT 2002]. We took researchinformation and put it in chart form, so thatworkers can use it out in the field, or for

pre-planning before starting the job. Withthis chart, a worker can determine, at acertain decibel level, what the risk levelwould be after 10 years. In the back of thebooklet, are common tools with whichsheet metal workers work. The chartindicates, “If you wear no hearingprotection, this is the decibel level. Ifyou wear earmuffs, this is yourdecrease.”

Owners know what tools they are going touse on a job; they can use this chart andpreplan what kind of safety equipment willbe needed.

One of our biggest projects was developinga welding chart. First, we catalogued thewhole sheet metal industry. We hadapplications from food service tostructural steel—every part of a sheetmetal job is catalogued in this chart.With that, I listed all the health symptomsand all the material that goes into welding,so an owner or a contractor could say,“We are going to work in carbon steel withthis kind of electrode. We know the gaseswe are going to work with; we know thecontaminants; we know the non-gassources.” What I have here is a codedsystem that will tell the workers the health

Charles Austin, Industrial HygienistSheet Metal Occupational Health Institute Trust (SMOHIT), Alexandria, Virginia

Session 2: PRESENTATION 2-6TRAINING TOOLS FOR OWNERS, CONTRACTORS, AND WORKERS

*The effectiveness of stretching exercises in preventing injuries from work has not been proven. Formore information on this topic, see Hess et al., 2003.

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effects of those particular things. We knowif the work involves a potential respiratoryexposure, or skin exposure. Then, in theback of the booklet, they can pre-planwhat type of controls can be implemented.So, the tools and interventions are hands-on materials that can be used before thework is started, during the work, and evenafter. We created a large and a smallchart.

The focus for our interventions is two-pronged. One is to incorporate contrac-tors, owners, insurance companies, andworkers into every project. The other is to have it interactive, so that results can come out of the field research that Iperform.

For the hearing chart, I did real-timemonitoring on 20 tools that are mostcommonly used in the sheet metalindustry. We are going to try to measureall the tools, so we can say, “If you workwith this tool, you will need earmuffsand plugs.”

We have an interactive CD that goesalong with a chart that simulates hear-ing loss. It shows, for example, how itsounds to have 25-decibel hearing loss.It also does risk analysis and can begeared toward the individual person.You can put in your age, you cansearch for a particular tool, and it willtell you what type of protection youneed.

I will go over part of the CD we created onphysical stress management—the taskand methods section. We wanted todevelop a chart of information gathered inthe field. So, we looked at all possibletasks in forceful exertion, and on the chart

we tell the workers what they can doonsite or before the job starts. It is thesame for sustained postures—twisting,reaching, and bending. Methods of controlare the following: (1) Reposition the bodyto a more neutral posture. We might showon the chart what is considered a neutralposture. (2) Select tools that reduce awk-ward posture. We have some pictures thatshow some tools and correct postures thatmight be used.

Here are some controls for some commonproblems:

• Repetitive motion (such as constantlifting and placing of ductwork): Usea mechanical lift device.

• Hammering in awkward posture:Use spring-loaded hand tools withprotective grips. This is done in ourapprenticeship program, so thatfrom the first year, the person will beexposed to ergonomics. When theybecome a journey person they willhave a background in the methodsof control.

• Extreme climates: Increase ordecrease air temperature.

• Improperly designed tools: Usetools that reduce wrist deviation.Also, use tools for their intendedtasks.

• Increased work pace: Better jobplanning and communication.Inventory and inspect tools andequipment. Coordinate better withother construction crafts, which isimportant in pre-planning the job.

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The reason we did the welding chart isthat welding cuts across all trades. Thechart can be used for all crafts and willhelp in pre-planning control methods.

Questions from Presentation 2-6

Question for Charles Austin: On noisemeasurements on the tools: did you takethe information back to the manufacturers,or give them a chance to promote theirtool if it doesn’t produce a lot of noise, ormake them think about designing toolsthat don’t produce as much noise?

Answer: When the manufacturers deter-mine noise levels, they don’t actually do itin a work environment, and we found thattheir levels were much lower than what wemeasured out in the field in actual use.This wasn’t something they wanted tohear, because just about every tool was

above 90 or 80 decibels. The few manu-facturers we did contact did their meas-urements in more of a laboratory setting,so when they saw our measurements, itwas disheartening.

Question for Charles Austin: Did youhave any system for labeling the tools asto the different noise levels? So that peo-ple have a choice.

Answer: No, we just went to differentshops and picked out the tools that areused the most, and the brand names thatare used. In the sheet metal industry,there are one or two manufacturers.That’s an excellent idea: look at whatother tools are out there. The last thing wewant to do is implement hearing protec-tion. The first thing should be engineeringcontrols, if that’s possible.

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Washington State has (had1) anergonomics rule, and we have done 24or 25 public demonstration projects inrespect to the rule. I will talk about aproject we did with a large mechanicalcontractor, McKinstry Co. McKinstry is amechanical contracting shop that doessheet metal, pipefitting, and plumbing.A lot of this information is on theInternet, and all of these reports can bedownloaded [SHARP 2001].

In the Washington State Ergonomics Rule,there is first a Caution Zone level. That isthe level where most ergonomists consid-er there might be risk factors—such thingsas back bending or kneeling for 2 hours aday—things commonly seen in checklists.

The company must provide ergonomicsawareness training and look at jobs fur-ther to see if they have risk factors at theHazard Zone level.

The Hazard Zone level usually representstwice as much exposure to a given riskfactor as at Caution Zone level. At HazardZone level, the company must implementcontrols to mitigate the risk factors, aslong as it is technologically and economi-cally feasible.

We looked first for Caution Zone riskfactors and then looked further to seewhat higher-level risk factors and solu-tions needed to be implemented.

Peregin Spielholz, ErgonomistSafety and Health Assessment and Research for Prevention (SHARP) Program,Washington State Department of Labor & Industries.

Session 2: PRESENTATION 2-7AN ERGONOMIC EVALULATION OF A MECHANICAL CONTRACTOR SHOP FOR COMPLIANCE WITH THE WASHINGTON STATE ERGONOMICS RULE

Figure 2-7.1. Caution zone risk factors in the shop

1Voters in the State of Washington passed an initiative on November 4, 2003 to repeal the WashingtonState Department of Labor and Industries ergonomics rule, effective December 4, 2003.

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This is what we found in the CautionZone: hand repetition in sheet metalassembly jobs, especially where workerswere putting together smaller duct workand smaller fittings, which involved handcrimping and hammering. There was alsosignificant neck bending, while they wereworking on welding and heavier gaugematerial (Figure 2-7.1).

At Hazard Zone level, we found things inthe office controllable. The only things wefound that would be classified under theHazard Zone were very intensive dataentry, where someone is normally keyingall day in awkward postures.

In the sheet metal shop, the only areawe found that could possibly be at theHazard Zone level was hand repetition,when putting together some of thesmaller parts. This was only on a limitedbasis (Figure 2-7.2).

Solutions for Hazard Zone Jobs

Office: Provide what most employers nowprovide as standard equipment: adjustablechairs and keyboard trays.

Assembly Shop: Only one time did Inotice someone hammering together parts

all day. Normally, a work-cell processwould be used, in which a worker doeseach stage of the process. But, this daysomebody was out sick, they had a big joband were behind, and someone was stuck doing this all day. The companyimplemented a policy that in these situations, they would enforce a rotationschedule. Figure 2-7.3 lists some of thesolutions for Hazard Zone risk factors.

We ended up documenting best practicesthat the company had already implemented.One reason we did the study at McKinstryis that they are a progressive companyand had already implemented many of the solutions. They have been very helpfulin sharing their information with other contractors and with SMACNA.

Control Lifting Hazards: McKinstryCompany has a policy that nobody can liftover 50 lb. To back that up, they provide away for workers to do the work: cranes tolift pipe, hand trucks, holding jigs, cranes,and hand cranks they can use to getmaterial up or down from tool shelves(Figure 2-7.4).

Welding Controls: Welding has manypotential problems, and even with their

Figure 2-7.2. Hazard zone risk factors Figure 2-7.3. Solutions for Hazard Zone risk factors

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controls, McKinstry has possible issues.They have set up the workshop so thatheavy pieces are lifted by overheadcranes. They lift directly onto a holding jig,attached to a workbench. The jig rotatesso they can attach the part to it, rotate thepart around and weld it, and then re-attachit to the overhead crane and lift it into aparts bin. They never have to hold the partor maintain the weight of a part. This elim-inates gripping and lifting problems.Figure 2-7.5 lists these welding controls.

Plumbing Controls: Figure 2-7.6refers to a pre-assembly of plumbingcomponents for a bathroom and listssome plumbing controls. The entireassembly is being built on a workbench,instead of doing it on site. The workersbuild the assembly on a frame (withwheels) on the workbench, and then liftit by crane onto the floor. They will roll itinto a cart, onto a truck, and will then liftit by crane into a building, and roll itdirectly into place. It allows people to dothe work at bench height, with all oftheir tools right there, and in a morecomfortable environment than on site.

Figure 2-7.4. Control of lifting hazards

Figure 2-7.5. Welding controls

Figure 2-7.6. Plumbing controls

Figure 2-7.7. Sheet metal controls

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Sheet Metal Controls: All sheet metal isstored at waist height on carts. It is movedfrom cutting machines on the carts, bysliding. Normally, the material is never lifted. If it is lifted, it usually involves twopeople. Much of the work is also done onthese carts. The only other thing wenoted, which the company is now going tostart doing, is to provide carts of differentheights for different workers. They mayalso provide carts that can be adjusted.Figure 2-7.7 lists sheet metal controls.

Field Installation: We have done lesswork in the field. Figure 2-7.8 shows a picture of field installation. In the field,workers have been putting together ductpieces in 50 to 60 lb sections. It is usuallydone with two people and is always liftedinto place with a hand crank lift. However,

the availability of this device has not elimi-nated the need to sometimes lift and movethese pieces manually.

McKinstry Ergonomics Process: Aspart of the project, McKinstry Companydeveloped a written program and its owninternal checklist. They also have detaileddescriptions of every job in their union cat-egories. This information is available onthe Internet at www.lni.wa.gov/wisha/ergo.

Washington State has completed sim-ilar projects in many different trades,including drywall, masonry, carpentry,rebar, and concrete finishing. TheseDemonstration Project documentscan be accessed on the Internet atwww.lni.wa.gov/wisha/ergo/demoproj.htm.

Figure 2-7.8. Field installation