When the problem of RSI is viewed through the eyes of an ergonomist common words for defining potential risk factors might be, hand tool design, task repetition, ambient temperature, rest pauses, static muscle flexing, location of work in relation to the body's neutral envelope, body posture. We have benefited greatly from the science of Ergonomics. Research and iterative design improvements have consistently optimised the "human / machine / system" interface, forever influencing both our work and leisure lives.
If ergonomics were a mural on the wall of life it would be painted with a broad brush, from diverse disciplines like physiology, psychology, and industrial engineering. All these perspectives contribute to develop the mural and each with smaller, "focused" brushes and intricate strokes add their unique scientific insights to the problem solving synergy that is ergonomics.
Research efforts and a national focus on workforce injury/illness experiences over the past ten years have helped in gaining a better perspective on the factors required for the reduction and control of RSI. In recent years, the psychosocial aspects of process improvement have been introduced through the "lean manufacturing", teaming approach. The teaming has focused on identifying, and developing individual habits that promote process effectiveness. The psychosocial expectations of today's workforce are different from the workers of previous generations. Today's workers expect that owners and management will allocate more responsibility to them. This concept of ownership and teaming has been proven efficient across many industries and most workers are anxious to assume more ownership in their day-to-day work world.
Team ownership of many process elements fosters an entrepreneurial atmosphere in the production environment. It encourages communication and an interpersonal support network that contributes to improved workforce morale and overall process improvement.
As we began developing our improved wellness model, our question was, "why wouldn't this same teaming approach, being used in manufacturing processes, work well in a process focused on individual wellness"? If the primary mission of ergonomics is to prevent musculoskeletal disorders (MSDs), and the primary mission of safety programs is to ensure OSHA compliance and prevent the one time, "catastrophic" types of injury, couldn't empowered teams have a positive impact on those wellness goals? We recognized the power of "empowered worker teams" to help each individual assume a sense of "ownership" in their manufacturing process, and believed that the same ownership in daily wellness, could improve Lost Work Day Case numbers.
Each worker is encouraged, through training, team stretching participation, increased water consumption, and wellness information boards, to build healthy habits at work and with their families. This not only results in better overall quality of life in the workplace and at home, but also reduces the monetary costs of injury/illness for both the worker and the employer.
Our basic paradigm has three interlocking circles that show the relationship of Safety, Ergonomics, and Individual / Team Initiative. The largest of the circles is that of the Team, because that is where the greatest amount of ownership lies and also where the greatest impact is felt when someone does become a statistic of an MSD or catastrophic injury.
