ERGONOMIC DESIGN GUIDELINES FOR LIBRARIES final.pdf
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ERGONOMIC DESIGN GUIDELINES FOR LIBRARIES
••••••••••••••••••••••••••••• • • Acknowledgements • •
This booklet was prepared by Judy Village, Program Leader, Ergonomics, British Columbia Research Corporation, with the assistance of the staff at the Vancouver Public Library (VPL). Preparation and distribution of the booklet was funded by Labour Canada, Technology Impact Program. This project was an effort of a Joint Management–Union committee, composed of VPL Management and Canadian Union of Public Employees (CUPE) Loc. 391 representatives. The project became a success due to many hours of hard work by staff members at the VPL and their vision of improved library design. Special thanks go to Brian Campbell, Systems and Planning Director, John Cull, Head Librarian, Fine Arts & Music Division, and Heather Inglis, Representative of CUPE Loc.
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••••••••••••••••••••••••••••• • Ergonomic Design Guidelines for • • Libraries •
Ergonomics is the application of knowl-edge about human capabilities and limitations to the design of workplaces, equipment methods and work organization, utilized to enhance the effectiveness of safety, health, comfort and efficiency.
Important ergonomic considerations in library design include:
choice of technology for library operations
physical design and layout of floor space and work stations
choice of furnishings and equipment
methods of handling books and materials
systems for coding information about books
devices for moving materials
organizational issues, such as the design of job tasks and scheduling
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••••••••••••••••••••••••••••• Introduction • • • • The Vancouver Public Library and CUPE, through Ergonomists at B.C. Research, had an opportunity to review the important ergonomic considerations in library design. The goal of these efforts was to make recommenddations to improve work conditions in the current libraries, and to contribute to the organization and design of the new Central Library. Thanks to funding from Labour Canada’s Technology Impact Program, the Vancouver Public Library (VPL) was used as a laboratory for the prototyping, evaluating and recommending of solutions to problems that are common to all libraries. The purpose of this booklet is to share with other libraries the results of investigations carried out by the Vancouver Public Library and B.C. Research, in order to facilitate improvements in work design in other libraries across Canada. It may be a surprise to all but library workers that many library tasks resemble those of industrial work. Library work features elements of heavy lifting, pushing and pulling, repetitive hand-arm and shoulder motions, skilled decision-making, concentrated interactions with technology, and requirements for communication with the public. The weight and volume of materials that are manually handled can be likened to combined assembly and warehousing functions. A large central public library may handle 2.5 million loan model in transactions per year
manufacturing. Libraries must seek to move materials as quickly and efficiently as possible by utilizing new technologies and processes while helping reduce the physical stresses and strains experienced by employees. The public sector suffers from ongoing budget restraint and financial strain, sometimes making ideal ergonomic design difficult. However, simply by understanding the job stresses and seeking systematic methods for reducing them, many ergonomic improvements can be realized without major financial outlay. With the pace of today's work, we must apply ergonomics to our tasks. Poorly designed jobs result in employee stress, injuries, accidents, inefficiencies, productivity losses and errors – all of which cost the individual, the organization and the society. If you happen to be in the fortunate position of building or expanding your library, it is the ideal and most cost-effective time to consider ergonomic improvements early in the design stage. Even if this is not the case, however, there are many ways these guidelines can help you make improvements to equipment design, work methods and work organization within your library. We hope they will be useful to you.
In the past, libraries were designed more for their aesthetic and service functions, rather than with an “industrial process” mind. Given the increasing demand for information in today's world, library design is forced to embrace tile technologies and materials flow considerations long employed in
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••••••••••••••••••••••••••••• • • • • THE APPLICATION OF ERGONOMICS
THE RESEARCH PROCESS
It was important to first obtain information from staff, through questionnaire analysis, about pain, fatigue and injury in various tasks and jobs. This was useful for identifying the areas where job design improvements were most needed. Videotape analyses were conducted to better understand and document library tasks and individual steps taken in each task. A series of focus group sessions with staff from different areas of the library yielded further information about job stresses and started the seeking of solutions through a brainstorming process. Staff became further involved in the study through the formation of four subcommittees that worked under the direction of a central research committee. Subcommittees were given the task of prototyping and evaluating solutions and making recommendations to the central committee. The ergonomist worked with the various committees to help systematically study the problems and evaluate various solutions. In some cases, this involved sophisticated data collection to compare various methods or equipment types. Electromyography (EMG) of muscle activity and joint angle analysis was used to investigate the stresses involved when using different grip types, various bookends and alternative methods of straightening a row of books. WATBAK software was used with the lifting guidelines produced by the National Institute for Occupational Safety and Health (NIOSH) to analyze stresses to the back that individuals may experience when lifting loads of books in various postures. New equipment prototypes were compared using questionnaire evaluations completed by library staff. A major outcome of the work was a series of design specifications to be used by architects when planning new libraries.
This project illustrates the important components involved in achieving effective application of ergonomics:
Obtaining commitment from senior management and employee representatives for the ergonomic improvements.
Increasing awareness of ergonomics among all staff.
Identifying areas where ergonomics will most effectively reduce employee stresses.
Communicating concerns about equipment, work methods and organizational design among employees.
Researching alternative equipment, methods and organization of tasks.
Testing and evaluating new ideas.
Implementing short-term solutions in the current facilities.
Designing long-term solutions incorporation into the future facilities.
for
The ergonomist facilitates this process, allowing participants to discover and take ownership of solutions.
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••••••••••••••••••••••••••••• • • • • WHAT ARE MATERIALS HANDLING
Workers performing tasks that have elements of high repetition, forceful motions, or awkward postures are prone to muscular injuries especially ones that affect to the back, hands, wrists and arms. In some organizations libraries included – there are ongoing lost-time injuries and medical aid reports for muscular injuries.
A reduction in hand, arm and back injury risk could be achieved by:
Reducing task repetitions (by eliminating tasks such as the opening and closing of books, combining several tasks, mechanizing certain aspects, job rotation or job enrichment)
Decreasing demands of individual tasks (for example, sliding books rather than having to lift them)
Improving work areas, allowing for better posture
Re-designing or purchasing equipment that meets ergonomic criteria
INJURIES AND WHY ARE
Library tasks and equipment found to contribute to injury include:
LIBRARY
WORKERS AT RISK?
Repetitious handling of heavy books (this includes carrying, lifting and check-out of materials)
Extensive use of the computer and keyboard
Unnecessary handling of tasks (such as relocating books to different shelves when shelves are overfull)
Taking a heavier load than necessary when moving or recovering materials
Carrying a load of books in one hand and using the other hand to shelve
Using equipment that is difficult to operate (such as book trucks that are hard to push and bookends that do not slide easily)
Excessive reaches and awkward postures, due to poor equipment design and crowded work area
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••••••••••••••••••••••••••••• • • Design Guidelines For Libraries • • In many cases, the following design concepts can best be realized when designing a new library or making a facility upgrade. However, even in existing libraries, improvements can be made within each of these categories. The following table outlines the major design concerns that have caused or contributed to Major Design Concerns
problems in libraries, the design concepts that should be followed to minimize the problems, and specific examples of how to implement the design concepts. There will be many other ways to implement the design concepts within your own facility; the examples are meant to provide several ideas.
Design Concept
Specific Examples
Inefficient flow of materials
Carefully plan the layout of equipment and sequences of tasks.
Materials can be rough-sorted immediately and automatically, using optical character recognition, when they are returned to the library. For arrival of new materials and movement of material between branches, consider mechanical aides such as computerized tube systems, electric track vehicles, vertical and horizontal conveyors, automated guided vehicle systems and rollers.
Excessive handling of books and other materials by employees
Reduce the number of steps in a process.
Combine bar-coding and sensitizing of materials into one step. Automated sorting of books upon their return should be linked to a mechanical materials moving system. Place barcodes on the outside of books and have patrons pick up due date information to eliminate the opening and closing of books. Consider the option of patron self-checkout.
Excessive manual movement of books and other materials
Use mechanical aides as much as possible.
Move large volumes of materials automatically with chutes, rollers, conveyors, etc. For short distances, design book trucks that are manoeuvrable and can be used in the aisles to shelve from. Design false-bottom bins to hold books and bring them to hip height.
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••••••••••••••••••••••••••••• • • • • Major Design Concerns
Design Concept
Specific Examples
Lack of space for both storage and movement of materials
Provide adequate space and flexibility for a variety of tasks and for the growth of the collection and number of users.
Leave one waist-height shelf 1/3 empty in each bay for book returns throughout the life of the building. Provide space at the ends of bays for trucks or bins.
Long periods of time being spent in awkward static-work postures. Lack of opportunity to vary posture. Excessive reaching and bending.
Design workstations to accommodate a range of adult males and females and allow for the accommodation of various positions (sitting, standing and sit-stand) and flexibility in layout of equipment.
Work surfaces and seating should be fully adjustable. Footrests and task lamps should be provided. Equipment (such as keyboards and monitors) should be movable, such that staff members can adjust their positions to suit their needs. Minimize the number of books placed on very high and very low shelves, to reduce reaching and bending.
Difficulties for staff and patrons to see and identify materials and library areas. It is inefficient for staff to be interrupted in order to help patrons.
Areas of the library and library materials should be easy to locate and identify for both patrons and staff.
A consistent system (such as colour coding) for organizing the library by subject areas could be used for directional information, as well as sorting information on collection materials. Locations of signs and information displayed on signs should facilitate directions to areas and facilities.
Staff members experience stress from conflicting demands of serving the public while attempting to complete other job tasks.
Careful consideration must be given to the type of work performed in each work area and for what time duration, especially when dealing with the public.
Where concentrated, nonpatron work is required, the work station should be private and free of noise and disturbances. Where stressful patron work is required, a minimum of other tasks should be tackled.
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••••••••••••••••••••••••••••• Specific Design Concepts For • • • Libraries • 1. OPTIMAL LAYOUT FOR COMPUTERS
The Canadian Standards Association published "A Guideline on Office Ergonomics" (CAN/CSA-Z4l2- M89) document in October 1989. With the permission of the Association, this material is reproduced (Copyright CSA, 178 Rexdale Boulevard, Etobicoke, Ontario, Canada M9W 1R3). For more detailed and up-to-date information, see the current edition of the CSA Catalogue of Standards. This CSA figure highlights the important considerations involved in choosing furniture and optimizing posture for computer workstations;
Sufficient adjustability in all furniture and equipment (chair, work surface, document holder and screen) must be provided for workers to be able to adjust their workstation for their personal needs and work organization. Good working posture involves minimizing concentrations of pressure in sensitive areas (such as the back of the knees), and providing the opportunity to vary postures. This involves not only chair design but work surface height, design and layout of equipment and lighting.
The CSA guidelines recommend that the seat pan be 450 mm wide and not more than 430 mm deep, with a waterfall shape on the front edge. The angle of the seat pan should be adjustable, between 3° forward and 4° back.
With an adjustable work surface height, a seat height adjustable between 380-520 mm will accommodate 90 per cent of people.
The backrest should be curved (40-50 mm) in the lumbar region; it should also be adjustable, so the curve is 200-250 mm above the seat to
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••••••••••••••••••••••••••••• • • • • support to the back. Recommended backrest dimensions are 380-530 mm in height and 350-480 mm in width.
2. WORKING HEIGHTS
Footrests should be movable and have an adjustable upward slope, between 1020°. They should be at least 300 mm wide and 300 mm deep. Work surface heights should be level to or slightly lower than the worker's elbow, to prevent the worker from either reaching down or lifting his or her shoulders. With a separate keyboard (30 mm thick), an adjustable height of 600730 mm should be provided.
In general, working heights should be made as adjustable and practical as possible. Where heights cannot be adjusted (for example, with working counters) optimal heights should be chosen for the particular task (lower with heavy work, higher with meticulous work) taking into consideration the size ranges of males and females who might be working at the particular workstation. Where heights cannot be adjustable, it may be possible to bring the worker to the appropriate height with chairs or sit-stand stools. It is possible to reduce the stresses of standing by providing footrest bars or anti-fatigue mats where standing is required.
To minimize head and neck fatigue, the monitor should be located between the eye level and a 45° horizontal pan angle below.
The CSA Guidelines provide a description of how to conduct an ergonomic analysis to identify computer workstation problems and a "Potential Solutions Checklist" to guide the user through the identification of solutions.
The following are general guidelines:
counters (assuming the worker stands; minimal lifting of materials is required and both males and females use the workplace): 90-105 cm.
pull-out shelves (for resting an armful of books while shelving with two hands): 91-100 cm.
book trucks (assuming workers lift from the truck; also for sorting materials on the truck): 88-107 cm.
If no flexibility is available and the situation is awkward for employees, opportunities to change tasks (job rotation) may be considered.
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••••••••••••••••••••••••••••• • • • • 3. LAYOUT OF WORK
Tasks that are done repetitively, require lifting, or demand high muscular forces should be accomplished within the close reach of the worker. Only infrequent or light work should be done in the farthest zone to reach. For example, scanners, keyboards and
4. POSTURE
desensitizers should be located in the close range, in a layout that minimizes steps and movement distances. Adjustability and flexibility should be provided for individual workers to adjust the workstation to meet personal requirements.
An example of a sit-stand workstation is shown. For many of the traditional workstations in a library (check-in, checkout, information, etc.), the design should accommodate a variety of working postures (i.e. sitting, standing, and sitstand). This presents workers with the option to change and vary the loads and stresses associated with each posture throughout the workday. It also provides sufficient flexibility for people to work in any number of postures.
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••••••••••••••••••••••••••••• • • • • 5. AISLE WIDTH AND SHELVING HEIGHTS
For public-access areas, where the activities shown in the diagram to the right are meant lo occur, the minimum aisle widths are given. These are based on guidelines found in reference 2. The use of a small book truck or cart is recommended in shelving procedures, to minimize the carrying and handling of books and allow for two-handed shelving procedures. Closed slack areas may be designed to be narrower, since the public will not require access. The minimum aisle width to accommodate a book truck and a person passing alongside is 137 cm (4'6"). To accommodate a person crouching and another walking past, the minimum width is 147 cm (4'10"). For shelvers to work safely and efficiently, and to accommodate the smallest workers,
4. POSTURE
A consistent coding system should be used throughout the library, preferably using colour and a back-up coding system, to provide:
directional information about the location of divisions and facilities
division-specific information to locate areas of interest
material-specific information to distinguish from others (classification numbers)
Provision for visual aides (signs and labels) on shelves will help reduce searching time for
the maximum recommended height for repetitive reaches is 163 cm (64 "). If shelves are higher than this, it is recommended that the volume of books on the top shelves be kept to a minimum. The lowest shelf for a squatting adult should be a minimum of 30 cm (12") from the ground.
should be consulted prior to designing such a coding system. For example, the use of colour (as opposed to black and white) has been shown to reduce searching time from 45-70 per cent. Care should be taken, however, not to use too many colours and to make sure the contrast is high. Optimal character heights, widths and fonts should be chosen for readability at a maximum distance of 76 cm (30"). For example, letter height at a 71 cm viewing distance (28") should be 0.3 cm (0.1") for non-critical information and 0.6 cm (0.2") for critical information. The location of visual aides (height and frequency) must also be investigated. Ideally, visual information should be within the optimal range of eye motion (122 cm-178 cm, 48-70").
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••••••••••••••••••••••••••••• • • Equipment Guidelines • • 1. LIFTING DEVICES
These guidelines were developed based on analysis of lifting tasks with reference to the NIOSH guidelines on manual lifting. When measuring the lifting stresses involved in the handling of a tote box (21" wide) of books from floor to table height, the following ideal and maximum loads will help minimize back injuries due to heavy lifting.
IDEAL LOAD
ABSOLUTE MAXIMUM
Lifting floor to table height 4 X per hour to a maximum of 15 lifts
10.9 kg (24 lbs)
32 kg (71 lbs)
Lifting floor to table height 1 X per hour
13.6 kg (30 lbs)
41 kg (90 lbs)
TASK
Workers who routinely lift these loads more frequently or lift more than the ideal load should use a lifting device such as the one shown.
2. BOOK TRUCKS
Book trucks are a fundamental piece of equipment used in all library settings. Welldesigned trucks can relieve a worker from physical lifting and carrying of loads. If not well designed, book trucks can contribute to heavy lifting. Trucks must be light to push, maneuverable, have adjustable handholds for different worker heights, and preferably have some adjustability in the height of the books, or ability to rotate lower shelves to the height of the upper shelf. A library may choose to have different trucks for different purposes. Some materials handling tasks can be better performed using light-weight, highlymaneuverable carts. Specific design features include:
Wheels of a large diameter, hard composition, a crowned tread, and good bearings to reduce pushing forces
Two high-centre wheels, to increase turning capacity Handles of appropriate dimensions and height; for horizontal handles; a height of 91-112 cm (36-44") with 20 cm (8") of horizontal extension is recommended; vertical handles may be used for narrow trucks (truck width less than 51 cm or 20"). They can accommodate a variety of worker heights.
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••••••••••••••••••••••••••••• • • • • 3. BOOKENDS
4. KICK STOOLS
5. PULL-OUT SHELVES
6. BOOKBINS
Bookends must slide easily when placing a book onto a shelf or straightening a row of books, yet they should be stable enough to hold a shelf-load of books upright. They should have a finish on the bottom (cork or composition) to provide the appropriate amount of resistance for horizontal stability.
amount of resistance for horizontal stability. An L-shaped design, formed from solid heavy-gauge steel, was found to be best. Avoid lighter stamped models with narrow tongues. A heavy-baked enamel finish is recommended, to reduce abrasive edges.
Kick stools help to bring library workers or patrons within easier reach of books on the upper shelves. They should be readily available, ideally attached to the lower portion of the shelving unit, or within each bay of
shelves. Kick stools should be light in weight (4.5 kg, 10 lbs), of a metal frame construction, have corrugated rubber surfaces on steps, and provide a stable stepping surface (28 cm, 11" wide).
Shelving books with one hand while carrying a load of books in the other arm is physically stressful and tiring for both arms. Likewise, lifting books from floor to waist height (when standing from a squat with a load of books) has been shown, in the lifting analyses, to result in unnecessary load to the back and can be potentially harmful to the knees. If workers eliminated the need to stand from a squat with a load of books, it would reduce their lifting stresses by 25 per cent. Pull-out, lectern-type surfaces (consultation shelves) are one solution Installed at frequent intervals at
waist height, they allow shelvers to put down an armload of books and shelve with two hands. They will also be useful for patrons.
False-bottom book bins may be used in many departments of a library, and especially in circulation. A well-designed book-bin should remain stable, in order to uniformly raise the load of books to the level of the top of the bin. Regardless of the load or its distribution in the bin, books should be delivered to workers at hip height. If the book bins are to be pushed
Features of the pull-out shelves include: depth of 30-38 cm (12-15"), close fit under the parent shelf (minimal space between a pullout shelf and regular shelf), safety catch at the limit of travel, rounded corners, non-skid surface, smooth surface underneath, and
capacity of 18-23 kg (40-50 lbs).
between locations, all the maneuverability features of the book trucks, such as well designed wheels and handles, should also be incorporated into book bins.
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••••••••••••••••••••••••••••• • • Work Methods: Shelving and Sorting • • Shelving and sorting materials are activities common to all library settings. Due to the weight of the materials, highly repetitive handling, extremes of reaching and bending, and visual searching and acuity required for proper placement of books, these activities place considerable stress on staff. The following suggestions will help to minimize muscular stresses:
Workers should be able to share shelving tasks with other library tasks, and take frequent, informal breaks to minimize extended periods of shelving.
To minimize the carrying of books, it is recommended that employees use equipment such as light-weight book trucks or carts to transport books within the aisles
Analysis of muscular activity and hand positions revealed higher stresses when shelving on the very high and very low shelves. A minimal amount of material should be placed on these shelves.
Two-handed shelving reduces the loads to the dominant hand and results in more neutral hand positions than shelving with one hand. Use of pullout shelves, book trucks or empty shelf space to store books will facilitate two-handed shelving.
Ability to share shelving tasks and work together with a co-worker can help to vary the tasks and minimize stresses.
A pinch grip (between thumb and tips of fingers) should be avoided when shelving; rather, a full-hand power grip or, preferably, two-handed grip should be used. Areas where shelving and sorting activities are performed should provide sufficient space for maintenance of good working postures.
Extreme wrist angles and ranges of movement, especially flexion, extension, radial and ulnar deviation (as shown below) should be minimized when handling materials.
Since repetitive lifting of materials is a factor in shelving, stress to the back, as a result of such activity, is a concern. To minimize back problems, the recommended loads based on the NIOSH guidelines for different shelving tasks are shown below. For example, for a worker repetitively lifting books from waist height to a top shelf, the maximum load recommended in each lift is 8 kg (17.6 lbs.)
Shelving Task 1 2 3
4
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Lifting from waist level to top shelf Lifting from floor to top shelf Stand from squat with armload of books Lift from floor to top of stack on table (1.3 m) Lifting from bottom row on cart to top
Recommended Maximum 8.0 kg (17.6 lbs) 4.9 kg (10.8 lbs) 7.7 kg (17 lbs)
4.7 kg (10.3 lbs)
7.7 kg (16.9 lbs)
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••••••••••••••••••••••••••••• • • Organizational Guidelines • • Physical design for ergonomic effectiveness is only part of the story. The organizational dimension must also be considered. Job design, task training, leadership and supervision must complement goals of physical ergonomic design. In a safe, efficient and satisfying work place, employees will have:
a variety of tasks in their job
1. WORK
JOB DESIGN
ORGANIZATION
Supervisors may ensure an optimal level of variety within jobs by: 1. Using a flexible scheduling system to bring in additional casual staff during peak load periods, avoiding prolonged periods of intensive materials handling. 2. Regularly rotating usually assigned tasks among staff during each shift (task rotation). 3. Regularly rotating tasks normally performed by staff in a different category and assigning them to other staff members (job rotation).
the ability to participate in the decisionmaking process regarding their job
knowledge of good body mechanics
training in the correct use of equipment
supervision and training that emphasizes safe working habits
programs for early recognition and rehabilitation of injuries.
handling work should consider budgeting for additional casual staff to handle seasonal peaks. Libraries using primarily part-time or casual staff are better able to schedule around peak loads. Staff may be scheduled to work during nonpublic hours, such as early morning or late night, to perform concentrated tasks such as computer work or shelving tasks, since the absence of patrons will make the work more efficient.
TASK ROTATION
In all cases, consideration of effective training and the wishes of the workers involved are of paramount importance.
An ideal job description will encompass a wide range of tasks to allow for job variety and reduction of physical loads due to any single repetitive task. Task rotation can break up long periods of routine book handling, for example.
FLEXIBLE SCHEDULING
JOB ROTATION
Peak load conditions create extreme increases in material flow. Libraries where full-time staff members are responsible for the materials
Job rotation is advised for staff whose only tasks are those identified as potentially straining, such as shelving, extended computer use, circulation check-in and
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••••••••••••••••••••••••••••• • • • • checkout, and sorting and filing books. In a unionized environment, this may require specific negotiation regarding pay grades and job classifications. A proper system of rotation involves careful design of tasks to ensure that subsequent tasks do not stress similar muscles and joints. Apart from a reduction in risk of injury and fatigue, rotation has other benefits:
2. ACQUIRING AND EVALUATING NEW EQUIPMENT AND WORK METHODS
- decrease in mental monotony
- increase in variety of work content
- better knowledge and understanding of other operations
- break in exposure to environmental factors such as draught and noise
- increased job security, since workers
are trained in several jobs Recommendations for well-designed rotation include:
- extensive discussions between all parties involved prior to job rotation
- gradual increase in range of tasks
- provision of adequate training in the various jobs
- design of the rotation cycle geared toward the type of work and wishes of the workers involved
For some library workers who spend extended amounts of time with the public and report high levels of perceived job stress, a variety of tasks away from the public should be considered.
A systematic procedure is recommended for acquiring and evaluating new equipment for a library. The process should involve input and consensus from those who will be using the equipment. An Equipment Selection/Order Form may be used for staff to specify:
Once one or several types of equipment have been ordered, systematic trials should be carried out, featuring as many library staff members as possible. Using an equipment evaluation form, staff can evaluate the new equipment against other types and their current type.
- equipment type
A similar form may be used to evaluate alterations to work methods.
- description of function
- description of users
- dimensions
- functional criteria and design features
- finish
- other considerations (including cost).
Rankings can be calculated and compared statistically between equipment or work method types, to help form the basis for selection by consensus.
Full-size evaluation forms are included at the end of this booklet, for your use. 16
••••••••••••••••••••••••••••• • • • • 3. TRAINING AND SUPERVISION
discussion of why library workers are prone to Injury
understanding of library tasks and equipment that might be associated with increased risk of injury (for example, lifting repetitively overhead and carrying excessive loads in one arm)
alterations made to work methods that can help reduce injuries (for example, maximum recommended loads to lift and handle, ways to handle loads safely, grip types, minimizing high and low reaches, avoiding one-handed work, and pushing loads, rather than carrying or lifting)
alterations to work organization (for example, job rotation) that can help reduce injuries
demonstration of good working postures, why workstations should be individually adjusted for each employee; how workstations can be adjusted to each individual, and how a variety of work postures can be achieved
ASPECTS OF A TRAINING PROGRAM
guidelines for workers who begin to feel an Injury
Topics to be included:
discussion of procedures for acquiring and evaluating new types of equipment and work method, to make the job less demanding
Training and supervision are important elements to an overall program; however, it should be kept in mind that they will never overcome materials handling problems due to bad design. Training must become part of the program, not the only element thereof. A structured on-going training program should be established and should receive commitment from management, supervisors and staff. It should encompass the ergonomic aspects of equipment design, selection and implementation and work methods. Supervisors should be trained and encouraged to become instructors and coaches for their staff. The health and safety program should be active in the area of training and help to highlight areas where development of new training is needed The health and safety committee should take a progressive and proactive approach to work and equipment design to prevent problems from occurring by recognizing situations that have the potential for problems.
description of materials handling injuries and how they occur, including the movements, postures and activities associated with injury (for example, extreme postures, repetitive and forceful hand-arm movements, twisting with a load, extended reaches with a load and asymmetrical lifting)
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••••••••••••••••••••••••••••• • • • • WHEN TO TRAIN? Training should be on-going within an organization, but special attempts should be made for:
new employees or employees changing jobs
acquisition of new equipment
new procedures or methods
- conduct a task analysis to understand all important components of the task
changes in technology
- set realistic and measurable objectives for the training program
employees returning to work following an injury
- develop the training program and materials
- develop an evaluation procedure for measuring the effectiveness of the training program.
Training can be performed by personnel within the library who have become knowledgeable about materials handling injuries and job design. These personnel may benefit from the assistance of ergonomists in developing training programs.
RECOGNITION AND REHABILITATION
In designing task-related training programs, the following steps are recommended:
WHO SHOULD TRAIN AND HOW?
4. INJURY
Alternatively, training can be performed by an outside group, provided group members have knowledge specific to the library environment. A train-the-trainer type of program often works most effectively.
An established program, actively encouraged by both management and union, should be established for the reduction of risk factors associated with materials handling. Important components of the program include:
identification checklist)
response to needs of injured workers, including provision of alternate work, increased rotation of tasks, etc.
return-to-work program for injured workers, including modified tasks and durations or alternate work
of
risk
factors
(see
It is the responsibility of supervisors to recognize the need for training, initiate the organization of a training program and follow up on results of such a program with their staff.
This is important for strengthening muscles and preventing the recurrence of injury. Careful analysis of tasks and work duration is a crucial part of the return-to-work program, as is the monitoring of the injury condition. The Occupational Health and Safety Committee within libraries should be the first stop for complaints or concerns about materials handling issues. The committee has the ability and authority to evaluate the nature of the materials handling problems, employees at risk to injury, and ways to reduce the risk of injury.
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••••••••••••••••••••••••••••• • • • •
References
1. Canadian Standards Association 1989, A Guideline on Office Ergonomics, CAN/ CSA-Z412-M89, Rexdale, Ontario, Canada. 2. Thompson, Codfrey., 1989, Planning and Design of Library Buildings, Butterworth Architecture. 3. Dyer, Hilary and MorTis, Anne, 1991, Human Aspects o f Library Automation, Cower Publishing Company Limited, England. Other Ergonomic References 1. Crandjean, E., 1980, Fitting the Task to the Man: An Ergonomic Approach, 3rd Ed, Taylor & Frances, London. 2. Eastman Kodak Company, 1983, Ergonomic Design for People at Work Volume 1 and 2, S.H. Rodgers (Ed.), Van Norstrand Reinhold Co., New York. 3. Konz, S., 1983, Work Design: Industrial Ergonomics, 2nd Ed., John Wiley & Son, Toronto, Canada.
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••••••••••••••••••••••••••••• Checklist For Identification Of Risk • Factors Associated With Hand-Arm • • And Back Injuries • Use the checklist to compare risk among jobs, or to evaluate changes made to a job in order to reduce materials handling injuries. The more “yes” answers you have for a particular job, the higher the risk for materials handling injuries.
1. JOB
Job Title: _________________________________________________________________________
2. TASK DESCRIPTION
MAIN TASKS
3. REPETITIVNESS
4. FORCEFULNESS
5. POSTURE
AMOUNT OF TIME PERFORMING WORK
NO
YES
Are any tasks performed for more than 50 per cent of the work time?
Do any single repetitive tasks last less than 30 seconds?
Is it difficult to take frequent breaks from repetitive tasks?
Are the hands required to perform lifts, holds or assembly with loads heavier than 4.5 kg (10 lbs.)?
Is use of a pinch grip required?
Are there lifting tasks with weights heavier than 11 kg (24 lbs.)?
Does the work involve extreme flexion or extension of the wrist?
Does the work involve side-to-side deviation of the wrist (ulnar and radial deviation)?
Does the work involve turning something over in the hands (elbow supination and pronation)?
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••••••••••••••••••••••••••••• • • • • NO
YES
Does the work involve reaching behind the line of the body?
Does the work involve frequent horizontal reaching beyond 50 cm?
Does the work prevent variations in posture between sitting, standing and sit-stand?
Does lack of adjustability in the workstation or furniture prevent individual adaptability?
Is important visual information located outside the range of viewing (122-178 cm, 43-70”)?
Are employees carrying books and shelving with one hand?
Are unsupported postures adopted for work performed over long periods of time?
Does the work cause contact of fingers, wrists or arms with sharp edges?
Is there a possibility of injury due to sharp corners or rough surfaces?
Is there a lack of alternative tasks and flexibility in the job?
Is there insufficient decision-making within the job?
Is the job stressful?
Is it difficult for an injured worker to find alternative work?
Are there problems with the health and safety committee responding to the needs of workers?
Is new equipment ordered or are work methods altered without input from employees?
Is training insufficient for good performance?
Does the work involve frequent reaching below the knee-level?
6. MECHANICAL STRESSES
7. WORK ORGAMIZATION
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EQUIPMENT EVALUATION FORM 1. Equipment being evaluated: _________________________________________________ 2. Length of time spent using equipment: ________________________________________ 3. Location of evaluation trial: _________________________________________________ 4. Please rank how simplicity of the use of the equipment, on the scale of 0 to 10 (0 being “very difficult) and 10 being “very easy”) 0
1 Very difficult
2
3
4
Somewhat difficult
5
6
7
Neither easy nor difficult
8
10
9
Somewhat easy
Very easy
5. What made the equipment easy or difficult to use? _______________________________ 6. How significantly did the equipment help reduce physical stress? 0
1 Much more stress
2
3
Somewhat more stress
4
5
6
Neither more nor less stress
7
8
Somewhat less stress
10
9
Much less stress
7. What made the equipment more or less physically stressful? _______________________ 8. Please rank the safety of the new equipment on a scale from 0 to 10. 0
1 Very unsafe
2
3
4
Somewhat unsafe
5
6
Neither safe or unsafe
7
8
10
9
Somewhat safe
Very safe
9. What made the equipment safe/unsafe to use? __________________________________ 10. Please give an overall ranking of the new equipment on a scale from 0 to 10. 0
1 Poor
2
3 Fair
4
5
6
Neither good nor poor
7
8
10
9
Good
Excellent
11. What did you like about the equipment? _______________________________________ 12. What did you dislike about the equipment? _____________________________________ 13. Would you recommend that the library invest in this equipment? ___________________
Thank you for evaluating this equipment and sharing your opinion with us. If you would like to discuss this further, please print your name below _____________________________________
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EVALUATION FORM FOR CHANGES TO JOB METHODS This form should be filled out at the end of each day of work, using the alternative job method, and at the end of an equal number of days, using the traditional job methods. Results will be compiled across several workers and compared. It is important to keep track of the measurable work flow, as well as subjective feelings about the work.
1. What job method alteration is being evaluated? __________________________________________ 2. Period of evaluation: _______________________________________________________________ 3. Measurable work output (e.g., number of book trucks shelved and time per book truck): __________ _________________________________________________________________________________ 4. How significant was the reduction in physical stress due to the alteration in methods? (Please circle on scale) 0
1 Much more stress
2
3
Somewhat more stress
4
5
6
Neither more nor less stress
7
8
Somewhat less stress
9
10
Much less stress
5. What made the alteration in work methods less or more stressful? ____________________________ _________________________________________________________________________________ 6. Please rank the pain, discomfort, or fatigue in the hands, wrists and arms felt at the end of the day. 0
1
2
Severe
3
4
Intense
5
6
7
Moderate
8 Slight
9
10
Non-existent
7. What did you like about the change in work methods? _____________________________________ 8. What did you dislike about the change in work methods? __________________________________ 9. Please rank how strongly you would recommend that the library adopt this altered method. (RANK 0
1 Do not recommend
2
3
4
5
6
7
8
Indifferent
9
10
Strongly Recommend
Thank you for evaluating this work method alteration and sharing your opinion with us.
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