12th Annual Applied Ergonomics Conference Ergo Cup Competition

Team Participants

Training & Education Boeing Company -- Ergonomic Blitz Description: A standardized repeatable team based process modeled after Lean+ that facilitates fast and effective human-machine (ergonomic) changes at the environmental level versus the discreet level, in a continuous production line system. Problem: Aircraft production systems, once operating, are fixed, capitalized and difficult to retool. Tooling and production personal who manage and operate these systems are faced with change requirements based on improved knowledge of the human-machine interface. This is due to the long life span of aircraft production runs greater than twenty (20) years. Changes to these systems are a monumental effort - requiring education about human-machine interface limitations for both designers and training for the workforce. When changes are made to the tooling and support systems based on a learned ergonomic design errors or changes to the population (e.g. aging workforce), these improvements tend to occur in a discreet fashion. Fix this one, then the next, etc. This method does not lend well to the lean principles. What is required is a mass fix over the whole, or environment. A method had to be developed to speed the man-machine interface improvements over multiple areas or environments while training the users and educating the designers all at once. Solution: Using the Lean+ tools and borrowing from other internal Boeing improvement techniques and strategies, a training/education/rapid solution deployment process was developed that effects a rapid, concentrated, team based improvement to multiple workstations and process. This process has been named "Ergonomic Blitz". Outcome: Quality - Measurable reduction in injury metrics - one case 90% reduction Cost - Direct reduction in medical costs Schedule - Reduction in travel time, tooling set up Training - Touch labor learning curve reduced in accepting and using improvements Education - Designers and Mgrs have improved perception of human-machine design issues or constraints. Delphi Steering -- Ergonomics Design-In Checklist Training for Engineers Description An initiative was undertaken by a multi-disciplinary team to deliver Ergonomics Design-In Checklist Training to all engineers within the Steering Division. The challenge was to effectively deliver training to over 200 people in a two-hour course with the bulk of the training occurring over the period of one month in 2006. The objective was to create an interactive course where engineers could learn by actually completing the checklist on workstation mock-ups. A training video was also developed and posted on the company intranet for global use. The training is now required for all new engineers with 71 trained in 2007. Problem: There was a need to effectively deliver Design-In Ergonomics Checklist training to all Manufacturing Engineers in the Steering Division. This was due to significant changes made in the checklist and new corporate requirements to integrate Design-In Ergonomics in all new workplaces.

Solution: A two-hour “hands on” training course was developed and taught by an inter-disciplinary team of trainers. After 30 minutes of lecture, participants were divided into three groups and rotated through three mocked up workstations where they completed individual portions of the checklist on equipment, hand tool, material handling and overall system design. Outcome: Over 200 Manufacturing Engineers were trained over a one month period in 2006. Engineers are now using the checklist as a specification sheet when designing new equipment and workplaces. Checklists are being completed early in process design reviews to insure that equipment is built right the first time. This eliminates the cost of re-working equipment and insures a safe workplace within ergonomic guidelines. GE Healthcare -- Ergonomics Advanced Training Description: Ergonomic Advanced Training is an integral part of a preventive approach within an ergonomics program and it is intended for engineers responsible for process improvements and new product introductions. Theoretical and practical modules give a comprehensive method to understand and put into practice the benefits of Ergonomics. Theatrical module contains anatomy session, impact of non-ergonomic approach, examples of ergonomic projects, prevention help, relationship between operators and environmental work. Practical module is an ergonomic assessment organized directly on production lines where trainees note impact of their design on the health of operators. Be proactive, by educating people, is the main action to prevent accident and decrease musculoskeletal disorders evolution! Problem: Poor ergonomic design is one of the main root causes of ergonomic accidents; bad design increases the probability of having ergonomic risks in the workstations. This situation is the result of a lack of knowledge of the employees responsible for the design and implementation of the product or process. The way in which you train people is a key element to implement a Health & Safety culture, more precisely an Ergonomics Culture. The training that was given before was an on line training with a content of 81 slides, no visual, no interactive and no educational impact! · The opinion, as a result, was: current training boring, no enthusiasm, and bad feedback. · The evaluation of the content was: no practical module, no ergo assessment, no interaction with the ergo team. · The impact after this on line training was: no transfer knowledge, lack of lessons learned and no results on the production lines. Solution: The new training has a key objective: be interactive. The training was totally redesigned and now is conducted live and includes both a classroom theoretical module and a practical module. The training is 6 hours long and was developed and is delivered by the ergo team of the site. The theoretical module contains: · Impact of non Ergonomics approach for the company: $ of accidents, # of days away from work, new investment for the site (modification of workstations), lack of resources, training, less productivity, social issues · Anatomy session done by Medical Service · Examples of Ergonomics applications: benefits for the site · Prevention help: application of GE Ergo Tools (NIOSH, DF Ergo, Check list&) to prevent ergo issues during NPI/ENG/LEAN processes · Intern relation between Operators & Environmental work 2 exercises are also used to perform an ergo assessment using the NIOSH Lifting Equation and risk analysis. These exercises allow teamwork where trainees are able to analyze an ergonomic issue. The practical module is the final exercise to perform a real assessment of a workstation. Trainees are divided in 3 groups to analyze risk factors on the production line. An observation and interview allow identifying ergonomic risk, body parts affected, and root causes. Presentations are used to summarize the results to the rest of the team. Outcome:

The first outcome resulted from education initiative is described thru the word simplicity: · Shared best practices/experience/concerns simplifies transfer knowledge · Privileged networking simplifies relationship between Operational & Ergo teams · Improved knowledge quality simplifies comprehension of Ergonomics guidance · Maintained Ergo Culture simplifies and reinforce prevention program (2) - The second outcomes will be innovation thru: · New approach of Ergonomics thru interactive training package improved knowledge of impact of non ergonomic solution/condition · Two exercises to understand and apply analysis tools generated interactive discussion between trainers and students · Ergo assessment on the production line increased the transfer of knowledge of the engineers, highlighting importance of analysis of current state situation. (3) - The third outcome is a direct impact on the production lines. Example: modification of the screen support of mammography product cart before to implement this new equipment: ergotron, engineers contact us to have our feedback. The result of the evaluation was 2 ergonomics risks: posture (ulnar deviation) and force (maintain awkward posture with a weight of 5 kgs). The actions taken: simulation of the new task, involvement of technicians to have their feedback and define a new solution. We implemented a new to tool to maintain freely the support during its fixation. Results: Ergonomic risks are eliminated and 100% satisfaction of employees. (4) The fourth outcome is a performance objective: · Operational teams are able to perform ergo assessment by identifying risks factors and root causes · Improved work conditions are visible on production lines · Increased Ergonomics knowledge · Positive opinion and feedback from employees · Strong involvement is demonstrated thru new products introduction. Honda of America Manufacturing Inc. – Partnership for a Health Workforce Description: In the Assembly Department at Honda's East Liberty Auto Plant, there was an increase in injuries for new hire, transfer, and temporary associates during the first 90-days in their new assignment. A multi-department project team analyzed the injury data and determined the department needed a new Assembly Orientation Program to provide the hands-on training and physical conditioning associates need to be successful in the Assembly Department. This team developed a 10-day training program that includes stretching, strength training, physical conditioning, technique and work methods training, along with job placement and individual follow-up. This pilot program showed a 40% injury reduction. Problem: The Partnership for a Healthy Workforce team, consisting of members from Safety, Production, Medical, and Wellness, analyzed the deficiencies in the current Assembly department orientation training. They discovered that the department’s orientation training covered safety policies and procedures, but it did not clearly teach new and transferring associates how to perform their jobs safely. Most new associates were physically unprepared for their new work environment. The existing orientation provided new associates with general information, but only minimal training to help them understand job tasks, safe work methods, and proper techniques. The training contained no hands-on use of the assembly tools and equipment, and there was minimal follow-up activity with the associates to address the 0 to 90 day injury rate. Solution: Based on the analysis of the previous orientation, the Partnership for a Healthy Workforce team developed and implemented a 10-day work-related orientation training program for new associates prior to the start of their new assignments. The Associate Orientation Program that this team developed includes physical conditioning; work simulation; classroom training on Assembly operations; and on-the-job training. This OJT includes introducing the associate to the process gradually, teaches safe work practices, and provides hands-on training with the actual tools and equipment they will be using on their process. Team members also meet with participants periodically to review their progress and to ensure safe work practices are being followed. Outcome: As a result of going through the Associate Orientation Program, the new and transfer associates in this pilot program became better prepared for the physical demands of the manufacturing environment. These associates also displayed safer work practices as they were more aware of the potential hazards and

risks. Additionally, they demonstrated a better overall understanding of the department's operations. Since implementing this new orientation program, there has been a 40% injury reduction for new associates during their first 90 days on their job process at Honda's East Liberty Plant Assembly Department. This pilot program showed a total cost savings of $341,000. Intel Corporation (Intel Technology India Pvt. Ltd. – Stretch for Ergo Description: Intel India is primarily a research and development center with employees working in labs and cubicles requiring custom designed ergonomic equipment and facilities offered to them. This aligns to one of Intels core value which is to ensure safe, clean and injury free workplace. However, we were faced with challenges such as lack of ergo awareness, casual attitude, cases seeking external treatment, lack of trained personnel, delayed reporting of cases 30 days+ and reluctance to change. Thus, an Ergo Awareness drive Stretchwas formulated for sustained and comprehensive education. The solution successfully improved our ergonomic indicators and bottom line. Problem: The challenges faced were lack of ergo awareness, casual attitude, cases seeking external treatment, lack of trained personnel, delayed reporting of cases 30 days+ and reluctance to change. Several reports of serious injuries which require extensive treatment were also observed. Solution: An Ergo Awareness drive Stretch was formulated for sustained and comprehensive education. The fourfold strategy to achieve the outlined objectives was: Volunteers from various business groups across Intel India sites were trained as first level assessors and as focal point of contact for ergo issues. They were also empowered to carry out initial cube assessment for employees in their teams. Each employee had to complete a self assessment and undergo an online training in addition to instructor led training Series of interactive sessions on e-fitness, road shows such as Ideal Cubeset up, posters and videos displayed in cafeterias. For the first time an innovative approach of introducing Yoga-at-work improved muscle strength, posture, balance and body alignment in addition to stress management Outcome: The measurable result is from zero in 2005 to a total of 88 ergo assessors trained in the last two years, which led to an excellent network within the organization, first aid cases were reduced from 60 in 2005 to 17 in 2007. National Institute for Occupational Safety and Health (NIOSH)/CDC -- Simple Solutions: Ergonomics for Construction Workers Description: An easy-to-read document was edited by NIOSH researchers in conjunction with numerous labor unions, construction practitioners, and University researchers to present the best ergonomic solutions that are available to reduce musculoskeletal disorders in the construction industry. The presentation will show some of the 20 simple solutionsdocumented in the NIOSH publication. A video player will show the work being done both pre-intervention and post-intervention. Some of the tools will be brought to the exhibit for presentation and discussion. Copies of the NIOSH publication Simple Solutions: Ergonomics for Construction Workers will be shown and distributed. http://www.cdc.gov/niosh/docs/2007-122/ Problem: In 2005, construction employers reported 35,900 work-related musculoskeletal disorders that resulted in one or more days away from work for injured employees. Available data indicate that such injuries are disproportionately high in construction, compared with the average for all industries. There is little applied information available for construction contractors on how to prevent these injuries.

Solution: NIOSH researchers met with industry representatives (unions and contractors) to determine sectors or tasks most amenable to engineering interventions, documented successful interventions, and published these findings in a compendium. The simple solutions in the NIOSH publication are organized according to the types of construction work in which physical demands can pose risks for musculoskeletal injuries: 1) floor and ground-level work, 2) overhead work, 3) lifting, holding, and handling materials, and 4) hand-intensive work. In each category, individual tip sheets describe practical interventions for specific work activities or equipment, such as power-assisted rebar tiers, spring- and power-assisted drywall finishing systems, vacuum lifters, and powered caulking guns. The document gives 20 examples of engineering solutions to real construction problems; it tells how these solutions were used, accepted, benefits, cost, and suppliers. The document enables construction contractors and workers to apply these solutions or develop similar simple solutions specific to their needs. Outcome: 18,360 copies of this NIOSH publication were disseminated through construction unions, insurance carriers, contractors, and state consultation offices. 13 construction unions requested multiple copies (from 20 to 1000) to use in their apprenticeship and other education programs. Requests outnumbered supply; all copies were distributed immediately. A second printing is in process. A Spanish translation is planned. Each tip sheet describes a problem, one possible solution, the benefits to the worker and employer, and the cost of implementing the solution. Information on locating the tools included in the tip sheets can be found on the CPWR The Center for Construction Research and Training website. One example (rebar tying from tip sheet #3) is given below. Safety: Using pliers to manually wrap and twist wire to hold rebar has been the traditional method for reinforcing rebar. Two rebar-tying methods were evaluated to determine, for each method, the risk of developing hand-wrist and low-back problems (musculoskeletal disorders). The evaluation found that using a battery-powered rebar tying tool significantly reduced the use of rapid and repetitive hand-wrist and forearm movements and freed one hand to support the trunk during tying. Adding an extension handle to the battery-powered rebar-tying tool allowed workers to tie rebar standing erect. Quality: Contractors and rod busters who used the tier reported they preferred it to manual tying for flat work. Workers and management expressed confidence that the interventions increased workers productivity while reducing their risk of musculoskeletal injuries. Delivery: Suppliers of this product are available on the supplement website from the CPWR. This supplement enables contractors or workers to find companies which can provide the products recommended in the NIOSH publication. Cost: There have been documented increases in productivity. The NIOSH-Ontario studies found that power tying tools can tie rebar twice as fast as hand tying. Wire feeding tiers costs about $2,700 and wire costs 2 cents per tie.

Team-based Workplace Solution

Boeing Commercial Airplanes -- H-Block Installation Cart Description: The installation of a 263 lb H-Block into the 777 Wing was a long, laborious process, with the majority of the time consumed by the set up of a 9 piece tool set. A single piece cart was developed and replaces the entire tool set. The cart has a track on top, in which the H-Block can slide down, and is height adjustable. It enables the placement of the H-Block into the wing cavity at the proper angle of orientation with ease. The H-Block installation used to take 3-4 people 45 minutes and now takes only 1 person 15 minutes. Problem: 777 Wing Mechanics and Tool Construction personnel need to install a 263 lb H-Block into a tight cavity of the 777 Wing. Access around the cavity is also very limited. The process included the set up of a 9 piece tool set (rails, I beams, platform plates, a jack, and a chain hoist), with each part weighing between 46 and 130lbs.

Solution: An easy to maneuver cart was developed and replaces the entire 9 piece tool set. The user rolls the cart into position beside the wing. The H-Block is on the cart at the correct angle of orientation. The H-Block slides into the cavity on a track and raised into place (the cart is height adjustable), making installation a 1 person task. Outcome: Reduced the Boeing Enterprise Ergonomics System (BEES) Risk Factor Score from 22 to 0. Reduction in the risk factor score is due to the elimination of heavy lifting, the elimination of shoulder flexion, and the reduction in initial push/pull forces. Reduced the time to complete the installation of the H-Block from 45 minutes to 15 minutes. Reduced the number of people required to install the H-Block from 3-4 people to 1 person. Eliminated 1 overhead crane move. Reduced the risk of airplane damage. Boeing Company -- 767 Overhead Video Monitor Lift Description: The Team will present a multi-purpose tool that was designed and built through team engagement. The tool development was driven by employee input due to poor ergonomics which resulted in neck and shoulder fatigue, pain and poor morale. The tool is a multi-purpose platform that moves laterally across seats, serves as a work bench and helps reduce ergonomic risks. The tool has great mobility, and eliminates the need to lift a standard ladder multiple times during the installation of the monitor. Problem: The overhead video monitor installation process requires two mechanics to install approximately 12-18 video monitors that each weighs 20 lbs. The current process also requires using a fiber glass ladder that weighs approximately 30 lbs. The mechanic had to climb up and down the fiber glass ladder several times during the installation. One mechanic holds each monitor up for 10 minutes, while another mechanic wires and bolts each monitor in place. This process results in neck and shoulder extension. The use of the ladder causes accessibility issue due to limited space, size and no work bench for the mechanics to lay their tools. The current process is inefficient because it requires two mechanics to install each monitor. Solution: A team of mechanics and ergonomist designed and built a multi-purpose platform to replace a fiber glass ladder. The platform also acts as an adjustable workstation and includes a telescopic type pole with a holder or saddle to an existing cart which hold the LCD monitor in place during assembly and installation. It also eliminates the need for the second mechanic. The telescopic pole can be adjusted to any level and the upper saddle can also be tilted from side to side. Outcome: The measurable outcomes are listed below. 1) BEES high risk survey score dropped from 32 to 0; eliminating overhead reaching and one hand installation, allow the mechanics to work within strike zone. 2) Per BEES, 85% shoulder/neck strain & pain reduction. 3) Reduced manpower by 50%. 4) Reduced cost by 50%. 5) Decreased cycle time by 50%. 6) Increased employee morale by 75%, based on employee interviews. The Boeing Company - 777 Wing Major Assembly Organization -- 777 Wing Majors Spoiler Beam Deliver and Load Process Description: The presentation will be a video of the before and after process of the spoiler beam deliver and load process and possibly a spoiler beam for a visual. Presenting the video will be the area manager and one or more of the team members responsible for developing the solution.

Problem: The wings spoiler beam is a large built-up structure that is an integral part of the inner wing structure. The beam is 12 feet long, 24 inches wide and weighs approximately 100 lbs. Aside from being very heavy the beam has large brackets extending from each side making it awkward to handle. The process of loading the beam requires it to be removed from the assembly build up area, transported to the installation area, and then loaded into place. This entire process was being performed manually by a group of 5 employees at an annual labor cost of $10,500. Once carried to the installation area, the employees, some of them while standing on ladders, lifted the beam overhead into place. Over the last 8 years there have been 4 employees injured performing this process. The annual average injury cost of performing this process was $19,658.45. Total annual cost equates to $30,158.45. Solution: The area manager worked with his team and developed some new tools and a new process for installing the spoiler beam safely and efficiently. The new process has eliminated all manual and awkward lifting through the utilization of team designed carts, processes and lifting hoist. The entire process is now performed by one employee with minimal assistance with zero risk of major injury. Total annual savings for the new process is $27,932.45, but most importantly the ergonomic risk have been reduced to an acceptable level hence eliminating all soft tissue injuries associated with the process. Outcome: Before " Ergonomic risks of lifting, bending, lifting in awkward positions, lifting overhead " 4 Major injuries in the last 8 years at an average annual cost of $19,658.45 " 5 Employees to perform the process at an annual cost of $10,500 " Total annual cost of $30,158.45 After " All ergonomics risks reduced or eliminated " Injury potential eliminated " 1 employee with partial assist to perform process at an annual cost of $2,226 " Annual cost savings for $27,932.45. Delta Faucet - Operation Lean Ergonomics Description: Our area of focus is the 2-Handle Assembly line; Line 4. We focused on this area for a variety of reasons; one being that this area had seen significant growth in quantity of models as well as variation of models. Other contributing factors were that the worker's complaints, intervention hours, and CT (Cumulative Trauma) Recordable Injuries were increasing. The complaints were stemming from having to run parts on a line that was not designed to run the variations they were running. Intervention hours (physical therapy) had climbed to almost 50 hours in two years! There were also two CT Recordable injuries on this line that cost the company an estimated $56,000.00 in Workman's Compensation which made up 90% of the total Workman's Comp dollars in the 2-Handle assembly area and 22% of the assembly departments in our Jackson plant! Problem: The problem revolved around the line not being properly designed to accommodate an expanding product line with different assembly tasks and different containerization. Solution: We assembled a team with both lean and ergonomic backgrounds as well as experienced members with knowledge of what areas needed improvement. Outcome: Our goal before starting this project was to ensure that all stations were low to moderate risk and that the flow of the line was improved to boost productivity as well reduce wrong and missing (quality defects), to get the defect rate under the company goal. Project results were as follows: Safety: Prior to starting event we completed a pre-assessment of the area and found out all work stations (8) were high risk! During the event we re-designed & re-built each work station weeding out un-necessary space and waste. Once completed we had combined two stations and shortened line by adding a small u-cell to increase flow; when event had concluded a post-assessment revealed that we had eliminated all high risk work stations

to at least a low/moderate risk. Also, we have had no CT Recordable Injuries on Line 4 since the event! Quality: Prior to starting event there was a significant problem with the line's PPM (parts per million - wrong & missing parts in box). The company goal for PPM was < 400; Line 4's PPM was averaging 1236! Since event was completed their average PPM has dropped an impressive 65%! Cost: Since we have had no CT Recordable Injuries since the event we have saved an estimated $56,000.00! Also by using innovative ideas from team members and applying lean principles we reduced labor by 30%! Labor savings resulting from this lean transformation was approx. $4100.00 per month or almost $50,000.00 per year! Department of Energy (DOE)/Joint Genome Institute – Base Off Description: The Department of Energy Joint Genome Institute, Production Genomics Facility is a DNA sequencing facility that uses islands of automation to process samples in a high throughput sequencing environment. The manual process of unloading the DNA sequencing instruments is a high risk (Strain Index = 60.8) repetitive task. Solutions to address workstation setup, modifications to sample plate holders, and a tool design concept were initiated by production line operators’ participation in the Ergonomics program at the facility. These solutions eliminated high force gripping of the sample plates and reduced the Strain Index to a safe score of 0.6. Problem: The manual unloading process of the DNA sequencing instruments involves disassembling a plastic plate holder base and removing a polypropylene plate. The force needed to pry open the plate holders and separate the plate from the base is high and requires awkward postures to repeatedly process up to 40 plates per cycle (1 cycle = fifteen minutes). Reports of discomfort and fatigue in operators were common. Solution: The concept of the key element, Base Off, was suggested by a production line operator, leading to the design and fabrication of a simple lightweight tool that performs two functions. It gives the user mechanical advantage to separate the lid from the base and creates a tool to pry sample plates from the base, thus completely eliminating the high force awkward grip and dropped the Strain Index to a safe score of 0.6. As part of the assembly and disassembly process there were additional modifications including changes to the lids and bases to reduce the force to separate the plates from the base and to minimize effort to lock the lids to the base in the assembly process. A workstation shelf was designed and built to raise the height of the work surface, and Best Practices were implemented to administratively control the amount of repetitive work conducted in one work day. Outcome: Over the course of the year, approximately 30 staff members have performed this job. This process includes complex job rotation and is known to be a high risk area. There were a high number of upper extremity musculoskeletal complaints from this area prior to implementation. Safety Before: Grip Force 53-107% of maximum voluntary contraction; Strain Index = 60.8 Safety After: Grip Force 15-18% of maximum voluntary contraction; Strain Index = 0.6 Quality: The quality of the samples did not change. Delivery/Efficiency Before: Unload 40 plates per day manually in 15 minutes Delivery/Efficiency After: “Unload 80 plates per day with debasing tool in 30 minutes.” Productivity per person did not change. Cost Before: $254,000 for labor costs and injuries Cost After: $196,000 for labor costs with 50% reduction in injury costs. Morale/Teamwork Before: Common musculoskeletal complaints due to load on hands. Morale/Teamwork After: “The participatory process yielded a production staff concept which was designed and fabricated into a usable tool.” The new workstations created flexibility in workspace setup which created opportunities for multiple operators and increased cross training. “Increased morale due to the significant reduction of task difficulty. This intervention reduced the grip force from 53-107% maximum voluntary contraction with a Strain Index of 60.8 to a grip force from 15-18% maximum voluntary contraction with a Strain Index of 0.6. The quality of the sample did not change and the productivity per person did not change. Prior to this intervention, there were common musculoskeletal complaints due to the load on the hands. The participatory process yielded a production staff concept which was designed

and fabricated into a usable tool. After implementation, the new workstations created flexibility in job training which created opportunities for multiple operators and cross training. This intervention increased morale due to the significant reduction of task difficulty. Eli Lilly and Company -- Insulin Broth Drums Handling Carts Description: Manual handling of 300+ lb. frozen insulin broth drums created high risk conditions/behaviors and has resulted in 3 serious injuries over a 3.5 year period. Employee involvement together with a multifunctional team designed, developed, fabricated, and implemented eight drum handling carts. High risk ergonomic conditions/behaviors have been eliminated through operator acceptance and ease of use of the drum carts. Problem: Production Team 1 moves 3-6 drums per shift of frozen broth to an area and positions them for thawing. A dynamometer (push/pull gauge) was used to assess the forces during the following tasks: (1) manual sliding of drums on a pallet (mean=49.9 lbs.; peak 95 lbs.); (2) drum tilting (mean=67.5 lbs.; peak=104 lbs.); and (3) manual sliding on concrete (mean=74.8 lbs.; peak=118 lbs.). These measured forces all exceeded the corporate technical guidance for pulling and pushing limits for both males and females. Corporate limits were exceeded for both sustained force (females 207-312%; males 118-178%) and Initial Force (females 206-256%; males 153-190%). Solution: A multifunctional team of leadership, operations, equipment development, and health & safety evaluated several potential solutions. The project adopted a straight-forward approach to mitigating the risks by designing and fabricating handling carts that incorporated operational needs such as: stability (during transport and tilting), ease of mobility & maneuverability, adjustability, and frost line detection (these features could not be provided in an off-the-shelf solution). A pneumatic lift assist is used to load each cart in the Materials Management Center. Individual drums are then moved, via the carts, to the Drum Thaw area and are easily positioned for operational tasks. The total cost of the project (design, development, and fabrication of 8 carts) was $15,000. With reimbursement from the Corporate ErgoFund, the cost to the business unit was ~$9,000. Outcome: Industrial ergonomic risks were quantified and reduced by as much as 288% for females and 175% for males. All tasks involved in using the new broth drum handling carts are now below the corporate push/pull limits. The solution has been in place for approximately 12 months with no injuries. Acceptance is wide spread, with operations personnel implementing the use of the carts into daily procedures. Another production department within B130 will also be evaluating the application of this solution to their broth drum handling activities. Fleet Readiness Center East -- Electrical Adjustable Sawhorse: Supporting the Warfighter Description: Helicopter stub wings, measuring 9 X 5 X 3.5 feet and weighing 250 pounds, are positioned on sawhorses to allow employees to perform riveting/bucking and drilling operations on the interior and exterior of stub wings that have incurred structural damage in war zones. The design of stub wings requires workers to place head and shoulders inside small cavities to repair the interior of the wings. The opening of these cavities is positioned so employees must stand or kneel beneath the aircraft part to accomplish work processes. Problem: Prior to intervention, stationary wooden sawhorses were used, resulting in assumption of awkward postures and use of excess force for up to seven hours per day. Workers were required to kneel

(compression) on the floor to enter the confined space of stub wing interiors, perform awkward reaches when holding riveting and bucking tools, and bend and squat to accomplish processes underneath stub wings' exteriors. Solution A team of sheet metal mechanics, supervisors, safety personnel, and the command ergonomist A brainstormed options to avoid prolonged postures associated with reaching and examining all interior and exterior surfaces of stub wings and to reduce the force associated with steadying tools while working in awkward postures. A variety of adjustable stools, sit/lean stools, and creepers were purchased and rejected. Employees wanted to work in the position they found most comfortable without bringing additional equipment into a busy aircraft hangar. Saw horses were already in use to allow all areas of the stub wings to be readily accessed. Employees asked to have this equipment modified to allow for adjustment to their needs depending on work being performed and area of the stub wing being repaired or inspected. Height adjustable desks had previously been introduced into administrative areas of the command, so this idea was taken a step further and applied to the development of height adjustable saw horses. Outcome: Shop employees were asked to rate their level of discomfort for neck, lower back, shoulders, and knees at the end of an eight-hour shift pre- and post-intervention. Discomfort was rated from one to five with the higher number indicating the greater amount of discomfort. There was a reported 52% reduction in neck discomfort, 55% reduction in shoulder discomfort, 67% reduction in back discomfort, and 70% reduction in knee discomfort post-intervention. Brief surveys were developed locally to focus on ergonomic factors at work. Surveys completed pre- and post-intervention indicated a 48% increase in job satisfaction among shop personnel. Cost savings are also realized. The shop supervisor reports it is no longer necessary to request additional employees from adjacent shops to assist with tasks on stub wings since employees who previously could not complete tasks due to physical restrictions are now able to do so due to the decreased bending, reaching, kneeling and stretching associated with the work processes. The electrical adjustable sawhorses are now applied to a variety of tasks throughout the command. GE Energy - Bangor, Maine -- Gen II ICB Rhombic Assembly Process Description: The assembly of GEN II ICBs began at the Bangor facility in the summer of 2006. The new design incorporated unique engineering features with improvements that were aimed at increasing stage reliability, performance and efficiency. Assemblers were required to perform two different tasks swedging, which consists of manually hammering opposing wedges to compress the buckets and ringing out the row which evenly distributes the compression around the stage resulting in approximately 1000 hammer blows per stage per operator. The team developed a simple hydraulically driven swedging tool to replace the wedges - reducing the overall ergonomic stress by greater than 90% - and increasing productivity and quality and decreasing cost Problem: The original process took two operators one shift to close one stage. Each operator applied an average of 1000 hammer blows per stage causing operator fatigue and increasing the risk for damage to surrounding buckets. With an average of 10 stages per rotor, and 13 dense pack rotors this year, this could easily add up to 260,000 hammer blows. Solution: After evaluating many different options through TryStorming, a new swedging tool was designed with hydraulically driven wedges to compress (swedge) the stage without having to drive wedges manually. As an added benefit, because this new tool was so effective at providing the required force to the stage, the minimum compression was achieved at the 180-degree bucket without the need to ring out the stage. All hammering was eliminated!

Outcome: Overall, the new ergonomically friendly swedging tool reduced the stress of swedging by 83% (eliminating over 1000 hammer blows per employee per stage - 2000 hammer blows per stage!!), eliminated the need to ring out the stage, decreased the assembly time by 4 hours, decreased the risk of damage to surrounding buckets and reduced GEN II ICB assembly costs by $27,000 a year. Honda of America Manufacturing Inc. – Zero Pointers Description: The boring bar vertically line bores crank journals into the engine block. For routine maintenance, an associate swings the bar out of the workstation, and manually carries it to a horizontal fixture on a preset bench. It weighs 77 pounds, is unbalanced, and has sharp, brittle carbon steel inserts, creating an opportunity for injury. The team designed a gauge fixture and a zero-set-point jig that allows maintenance to be performed at the workstation, eliminating manual lifting and carrying of the boring bar. This also reduced maintenance time from 4 hours to ½ hour, and reduced scrap blocks from 19 to 0. Problem: The Zero Pointers team focused on an ergonomics concern at the Line Boring Machine, which vertically line bores the crank journals of engine blocks. This is a critical quality process, directly affecting engine life. Normal tool change must be performed monthly, and it was scheduled for Saturday overtime because it is a lengthy process (4 hours). If there are equipment or quality problems, a tool change or adjustment may also be necessary. To perform this tool change, the boring bar had to be removed from the machine and manually carried to a preset bench for maintenance, repair, and adjustment. The boring bar weighs 77 pounds, the weight is unbalanced, and the brittle carbon steel inserts are very sharp. After the boring bar was set-up, the associate manually carried it back to the machine and reinstalled it. The machine was cycled, and a quality check performed. If the journal sizing quality was unacceptable, the block was scrapped, and the entire process was repeated, including the manual lifting and carrying. Several cycles were sometimes necessary to achieve Hondas quality requirements. The lifting index for the boring bar tool change was calculated to be 2.8. This tool change process presented opportunities for associate injury and for damaging or dropping the expensive boring bar ($30,000). The lengthy process had to be performed during 4 hours of Saturday overtime. There were 19 scrap blocks created during tool change and adjustments, and unscheduled maintenance averaged 37 minutes of downtime per day. Solution: The Zero Pointers team reviewed similar Honda machining lines, and studied the costs and benefits of the lift assists and fixtures in use. They brainstormed additional solutions, and performed a decision analysis to select the optimal solution based on their line characteristics. The team decided to design a precision, custom-made gauge fixture and a zero-set-point jig. Now the monthly tool change and insert set-up can be completed at the machine, without removing the boring bar from the station. Manual handling of the boring bar has been eliminated, along with the opportunity for injury and for damaging the expensive boring bar. The tool change process time was reduced, and can now be performed during normal non-production time. Scrap blocks from journal sizing have been eliminated. Outcome: Safety/Ergonomics - Eliminated manual lifting of the 77 lb. boring bar (lifting index before solution=2.8). -Improved ergonomics risk proactively (before injuries occurred). Quality - Reduced scrap blocks due to journal sizing from 19 to 0. Delivery - Reduced downtime from 37 minutes to 0 as a result of efficiency improvements to the set-up. Tool change can now be completed during non-production time instead of on Saturday overtime. Cost - Overtime has been eliminated for tool changes (now performed during non-production down time. - Reduction in scrap block costs. - Production downtime eliminated. - Total cost savings=$867,000 per year. Morale - Associates have received the proper training and can now complete a tool change on their own. - Eliminated manual lifting of the 77 pound boring bar. - Eliminated associate concern regarding potential hand lacerations or back problems resulting from this process. -Reduced the lengthy tool change process time, and eliminated the Saturday scheduled tool change overtime.

Honda of America Mfg. Inc. Tech Titans - Grommet Installation Tool Description: The members of Honda's Tech Titans team developed a tool to help production associates install grommets in the trunk floor area of the car without having to bend forward to reach the installation locations. The "Trunk Grommet Tool" is adjustable in length and in head angle. The tool accommodates both right- and left-handed users. Associates can perform the adjustment changes quickly and efficiently. The tool can install both steel plugs and plastic grommets. A magnet holds the steel plugs and a flat spring holds the plastic grommet. Problem: Production associates currently have to bend forward excessively to install grommets in the trunk floor. There was also contact stress on the chest and underside of the arm as the associates reach over the trunk rear panel to reach down to the trunk floor. With the new model design, this working condition would have been substantially worse with the trunk floor being 2 inches lower and the trunk rear panel being 2 inches higher. Solution: We made a very simple tool that is basically an extension of the associate's arm. It is able to install 2 types of grommets - 1 metal and 1 plastic melt grommet. In addition, it is also adjustable in length and meets Honda's Ergonomics Guidelines for Tool Design. Outcome: Prior to the tool implementation, Honda experienced an average of 4 injuries per year on this job process. With the new model design, forecast was for this injury number to increase due to the four-inch increase in reach requirements. Since the tool implementation, there have been no injuries in this job process. In the previous model design, production associates already did not like to perform this job process due to the reach and contact stress concerns. Without the use of the tool, approximately 70% of the production associates in this work area would not have been physically able to perform the job process due to the extreme reach requirements of the new model design. This would cause problems in trying to schedule job rotations within this work area. With the use of the tool, not only are all production associates in this work area able to perform this job process, there has actually been 100% good feedback about the use of the tool. For an investment of only $820 to fabricate the tool and train the production associates on how to use it properly, the company has saved $56,000 in injury avoidance. This results in a payback of about one week! The Tech Titans are currently investigating using the same tool for other job processes, both within the department and at other departments, and at other Honda plants as well.

Honda of Canada Mfg. -- Improved Center Panel Sub Fixture for Quality, Efficiency and Ergonomics Description: A new adjustable fixture for the assembly of center instrument panels on Honda vehicles was designed and implemented. This new device, equipped with simple roller, tilt and rotating mechanisms, eliminated reach and awkward postures by providing associates access to all surfaces and control over height, angle and orientation. This access also reduced part handing between workstations thereby improving quality, efficiency and process flexibility. Parts can be loaded, removed and secured easily with minimal contact to the part again to ensure top quality. This solution could also be adapted to accept a wide variety of parts for other manufacturing processes. Problem: High number of rejected centre panels due to chips and scratches. 14 Ergonomic risk factors due to reach and posture identified in the process units of operations. Large amount of lost time in the process due to part movement up to 4 times between 2 fixtures.

Solution: Designed and implemented a new process fixture for $5500 that improved process efficiency, quality and ergonomics by reducing part movements. The 3rd and final prototype allows entire process to be completed by using a roller and tilting mechanism with positive stops for positioning allowing associates to access the front, rear and sides of the centre panel assembly. The part is clamped with minimum contact and nylon guides for quality. Fixture is currently being used at 2 Honda plants with others investigating potential use. The fixture can be easily modified to accept a wide variety of parts for other industries and future processes. Outcome: Safety: Eliminated 14 red ergonomic risk factors from reach and posture (Cost avoidance of $196000 in ergonomic injuries) Quality: Reduced part damage by $41586 per year. Process: Reduced part movement from 4 to 1 and line side space thereby saving $16878 in non value added time. Honda of Canada Mfg. -- Easy-Stopper: Material Services Load Restraint Bar and In-Floor Trailer Tracking Description: A new smaller, lighter, more durable load restraint device and trailer in-floor track system eliminated load bar failures and reduced costs due to replacement, part damage and ergonomic related push/pull/lift claims (old bars stuck/jammed in trailer wall tracks). Its compact design and in-floor placement increase strength and eases handling. Zero resistance removal is achieved by a weighted (foot activated) lever that maintains a gap between the device and cart as well as a bicycle brake lever that releases the spring pin making removal from the floor tack effortless. The easy-stopper has application to all shipping/receiving of dynamic loads (wheeled carts). Problem: Spring loaded decking bars and wall mounted tracks in delivery trailers fail under the load of moving and shifting carts during transportation. 836 bars are replaced yearly. 42 load bars completely fail in trailers per year resulting in damaged parts. 25 injuries including 3 reportable claims occur per year due to posture (back bending) and force (weight 28lbs; removal force 40-70lbs) required when removing stuck bars. Solution: Analysis showed current restraint bars fail at a small gap in the head of the bar where small pins bend and break. Through an iterative cycle of design and testing, we implemented a new smaller, lighter, more durable and effective load brace that attaches to an improved in-floor trailer track for use between Honda and its suppliers. The brace is easy to install and remove due to the following innovative features: A) No moving parts on the new brace are exposed to the force of shifting loads in the trailer therefore eliminating load bar failures that cause them to jam. B) A release handle and set pin allows for zero force positioning and removal from floor track C) a weighted pivoting release lever maintains a gap between the cart bumper and the easy-stopper for removal without resistance. D) The legs and in-floor track increases the distribution of force vs. the 2 weak end points of the old style. E) The smaller compact design cuts the weight from 28 to 14lbs. The Easy-Stopper is a patent pending device. Outcome: Safety: weight reduced from 28 to 14lbs. Insertion force reduced from 14.25 to 0 lbs. Removal Force reduced from 70 to 0 lbs. Avoidance of 168k/yr in ergonomic related injury claims Quality: elimination of damaged parts costing $120000/yr. Durability: Increase lifespan of load bars >200% (from 23 days / 2200 cycles to >45000 cycles as measured by stress testing at 2000lbs) Environment: avoid 29000lbs of load bar metal recycle / reclamation. Payback = 15months.

Intel Corporation (Intel Technology Sdn Bhd) -- TIU I.C.A.R.E Jig Description: TIU (Test Interface Unit), sometimes referred as a load board or DIB (Device Interface Board), is part of test equipment. This TIU is weighting ~18.4lbs, thus creating problems such as muscular injury and component damage due to mishandling during troubleshooting. TIU I.C.A.R.E (Injury-free, Cost saving, Ache Reducing, Ergonomics) Jig, holds the ~18.4lbs TIU vertically which is convenience for component measurement from top to bottom and it has feature of 360° rotation to ease the troubleshooting. This jig improves safety and ergonomics in workplace. Thus, achieving the objective of creating injury and illness free workplace, quality sustaining, component cost saving and medication cost avoidance. Problem: Manual holding and turning of the ~18.4lbs TIU for troubleshooting may cause mishandling issue and frequent damage the components such as resistors and capacitors. Holding the TIU in vertical position to measure the component continuity from top to bottom of the TIU may cause shoulder muscle pain or need 2 persons for this purpose. Solution: This TIU I.C.A.R.E Jig able to hold the ~18.4lbs TIU vertically and has feature of 360Ú rotation capability which eliminates mishandling issue, muscular injury and helps technician to handle the TIU during troubleshooting. Outcome: Cost avoidance for medication, hospitalized and overtime charge average USD564 per year. Zero case reported for safety and ergonomics injury due to handling the heavy TIU after implementation. Shorten TPT (Through Put Time) from 6hrs to 4hrs for PM activity, hence improves 33% of TIU PM activity and troubleshooting TPT. Components crack due to mishandling reduce from 2cases to zero after project implementation and save rework (by vendor) cost USD240. Reduce headcount from 2 to 1 technician per shift and save cost for USD25, 000 per year. PPG Aerospace Transparencies -- Clamp Assist System Description: Technicians at PPG Huntsville have been using spring clamps to assemble aircraft windows for over thirty years. Though the application of a few clamps may not pose a hazard, many of the PPG employees apply hundreds of clamps per day. Dependent upon the thickness of each particular window, individuals are required to exert somewhere between 24 to 50 pounds-force per clamp. The Clamp Assist System, designed and fabricated at Huntsville, utilizes the plants compressed air system to shift the burden of work from the employee to a lightweight, pneumatic hand tool, thus alleviating the ergonomic stressors of the clamping process. Problem: In one month, approximately 400,000 clamping actions are required in the Huntsville facility. This equates to 12,000 clamping actions per day, making that 160 times per technician on an average day. This has resulted in numerous injuries to our production technicians from this operation. Solution: A Quality Action Team was formed to produce solutions for the ergonomic stressors created by the spring clamp process. The Clamp Assist System is a result of the teams brainstorming, research and testing efforts. The system incorporates the use of the patent-pending Clamp Assist tool and a specifically designed staging rack. It is not simply a device, but rather a system created to relieve ergonomic dangers without slowing the process or creating new issues in safety, such as pinch points or the need to use both hands. Testing and troubleshooting have developed an idea into a device and a device into a system. The Clamp Assist tool is the fourth prototype designed by our team. Careful consideration was given to every aspect of the clamping process in the design of this system. The ease of reproducing the system,

minimal effort required to train technicians, and the neutral impact on production are all a result of our team’s dedication and attention to detail. Outcome: Since the beginning of 2005, Huntsville has documented 37 reported injury and illness cases related to spring clamp use. During this period, we have accumulated $29,457 in direct medical cost. This figure does not include amounts for work loss, work restriction and other hidden costs attributed to this process. These indirect costs can be estimated to be approximately four to ten times the direct medical cost ($117,828 $294,570). One Clamp Assist tool can be fabricated for $181. The staging rack is priced at $300. The cost to implement this system plant-wide can easily be justified with the prevention of one surgery and rehabilitation. Injuries and indirect cost for the past three years have averaged to be $68,733 annually. A plant wide system implementation is a cost of $9620. Using this figure this equates to 714.5% ROI with a payback time of less than 2 months. An Ergonomic Job Analysis performed on the clamping operation alone resulted in a rating in the high risk category with a score of six. With the potential to affect 75 technicians the overall rating was 450. Upon the implementation of the Clamp Assist System, the risk associated with the clamping process is eliminated reducing the rating to a score of zero. United Space Alliance -- Taking the Heat - Handling Shuttle's RCC Panels Description: After the space shuttle Columbia accident, there were some procedural changes at Kennedy Space Center. One of those changes dealt with the removal and inspection of the Reinforced Carbon Carbon (RCC) panels installed along the wing leading edge of the remaining three space shuttles. This new requirement created a material-handling nightmare with great potential for employee injuries and flight hardware damage. Problem: The problem centered on the removal and manual handling of RCC panels up and down the stairs between platform and ground level for thermography inspection. Two to three people were needed to handle each of the RCC panels. There was a potential for employee injury and flight hardware damage. Solution: The initial solution had the team design a pallet to handle the delicate and mission critical RCC panels. Modifications were made to the platform handrail and an electric lift was used to move the RCC panels between levels. A more efficient solution was then implemented using the same electric lift to bring thermography equipment up to the RCC panels. This allowed technicians to only remove certain RCC panels based on the inspection. Outcome: There have been several measurable outcomes due to the improvements. There has been a reduction of RCC handling due to onsite thermography (all RCC panels to only a few). There is also a reduced likelihood of personnel injury due to RCC handling up/down stairs. Along the same lines, there is a reduced likelihood of flight hardware damage due to handling since panels are not handled as often. Using the electrical lift, one person was able to maneuver the RCC panel instead of two-three people. The overall processing time improved because not as many RCC panels had to be removed, inspected and re-installed. Vesuvius Inc. -- Integrated Dip Glaze System for Ceramic Refractory Description: During the last fifteen months a cross-functional team of ten hourly and salaried production and maintenance employees investigated, designed, and implemented an ergonomic solution for dipping ceramic refractory pieces into glaze. The team assessed the current risks to employees with an Ergonomic Job Measurement System risk analysis, investigated potential solutions and best practices,

designed new equipment (including product carrousel, self-cleaning drip tray, and product manipulator), designed the new work cell layout, discussed the solution with operators, implemented the solution, made necessary refinements to equipment and processes, and validated that the solution met the ergonomic improvement expectations. Problem: During each of three shifts employees were maneuvering an average of 100 pieces of ceramic refractory (up to 104 pounds each). In 2005 there were three injuries in this department which resulted in employees being placed on restricted duty for 36 days plus actual expenses of $10,800. An Ergonomic Job Measurement System risk analysis indicated that this was a high risk job since the original procedures required high force for lifting and high frequency for repetitive motions of the upper body. Solution: The entire problem-solving effort was performed by a cross-functional team of ten employees. The team included 50% hourly and 50% salaried employees; 50% production, 30% maintenance, and 20% administrative support employees; and employees from all three shifts. After analyzing the existing risk factors, the team investigated potential solutions and designed new equipment to mitigate ergonomic risk for this work cell. The custom equipment included a carrousel to minimize product handling and repetitive motions, a specialized manipulator to eliminate high-force lifting and rotating of pieces, and a self-cleaning drip tray to recover excess glaze material. Outcome: This ergonomic solution is expected to effectively mitigate the risk to operators from high-force lifting and repetitive motions, and the Ergonomic Job Measurement System risk analysis decreased by 76%. In addition, the new equipment increased production productivity by 33%. This solution is expected to have a 1-year payback on the initial investment.

Engineering/Ergonomist-based Workplace Solution Boeing Commercial Airplanes -- 747 Nose Gear Torque System Description: The multi-step high torque fastening process to install the 747 Nose Gear required a mechanic to manually lift, hold, and move a 60-pound tool overhead more than 30 times per airplane for nearly four hours. After each tightening, this tool would release suddenly giving its 60-pound weight to the mechanic. The tools trigger placement and uneven weight distribution also caused awkward mechanic posture. Two additional mechanics, one holding fasteners in place and the other maneuvering the reaction arm were required. Crews installing this gear had over five serious back injuries with lost work days within a five-year period. Problem: The Enterprise Ergonomics System (BEES) determined this nearly four hour overhead multiple lifting and holding of a 60-pound tool process had a high risk score of 32 for lifting and holding. The process was inefficient since only one fastener was tightened at a time therefore requiring multiple torque application steps and prolonging the lifting and holding time. Solution: A group of engineers and ergonomists evaluated the process and investigated solutions with input from mechanics that would both reduce the high ergo risks and improve process efficiency. Utilizing newly developed compact, lighter-weight electronic high torque tool technology, engineers designed a twin spindle torque system so two fasteners are tightened at one time which dramatically reduced process flow time. Designers then took advantage of the systems symmetry to incorporate a pneumatic tool lifting and holding device into the spindles reaction block. This eliminated the need for the mechanic to lift and

hold the torque tools in place. A fastener holding tool designed for this process then eliminated need for a mechanic to crawl up inside the wheel well to hold fasteners during the torque process. Outcome: Solution completely removed lifting and holding risks, reducing BEES high risk score of 32 to zero. No injuries have occurred since implementation of the new torque system. The dramatic efficiency improvements in the fastener tightening process reduced the process flow time by 75 percent. The number of mechanics required for fastening process was reduced from three to one. Improved morale was demonstrated by mechanics stating they no longer dread the nose gear torque job. The torque system's return on investment was less than 6 months. The system continues to provide time and labor cost savings.

Boeing Company -- 777 Manufacturing Interiors Commodity Movers Problem: What are referred to as commodities in the interiors of our aircraft are the galleys, lavatories, and crew rests. These commodities are preassembled in a different location then delivered on a pallet to the installation area. The commodities are very large and awkward to handle. An average commodity is a 7x 5x 3box type structure weighing from 500 up to 800 lbs. The process of installing a commodity requires it to be lifted and transported into the aircraft section where there is little more than 7 clearance. This entire process was being performed manually by a group of 5 employees (4 lifting, 1 spotting) at an annual labor cost of $10,500 for the installation of one commodity. The average 777 aircraft requires 6-10 commodities installed in its interior. The lifting was being done with the use of large suction cups attached to the exterior decorative panels of the commodities. Because of the large amount of weight bearing on each suction cup, damage would often occur to the exterior panel. Quite often there would be 5-7 panels damaged per airplane. The average annual cost of repairing a single panel per aircraft at current production rates is $235,200.00. Over the last 10 years there have been 28 recorded injuries on the 777 Program as a result of performing this process. The annual average injury cost of performing this process was $213,494.84. Factoring in only one installation and one repair per airplane, the total annual cost equates to $459,194.84. Solution: One employee, Russ Wise, was tired of being told that there was not better way to perform the commodity installation process, so he contacted one of the Everett Site Ergonomists, Chuck Eggleston, and asked for help. Together, Russ and Chuck started looking for a better tool to help cure the problem at hand. After a few trials and some modifications Chuck helped Russ develop a set of tools we now call the Commodity Movers. The commodity movers are a pair of hand truck style devices that attach to opposite sides of a commodity then are held in place by a large nylon strap. Each tool has a hydraulic lift to bring the commodity up the desired height. Once lifted, through the use of the multiple wheels on each tool, any commodity can be easily rolled into place. The new commodity tools are used on the entire 777 Program and can be used on all other Boeing aircraft. In addition, the tools can also be utilized by customers in the field when removing commodities for repairs or service. The entire process is now performed by one employee with minimal assistance and with zero risk of major injury. Total annual savings for the new process is $457,094.84, but most importantly the ergonomic risks have been reduced to an acceptable level hence eliminating all soft tissue injuries associated with the process. Outcome: Before " Ergonomic risks of lifting, and lifting in awkward positions " 28 Major injuries in the last 10 years at an average annual cost of $213,494.84 " 5 Employees to perform the process at an annual cost of $10,500 " Damaged panels at minimum annual cost of $235,200.00 " Total annual cost of $459,194.84 After " All ergonomics risks reduced or eliminated " Injury potential eliminated " 1 employee with partial assist to perform process at an annual cost of $2,100 " Annual cost savings for $427,094.84

Boeing Company - Aircraft Structures Drilling Improvements with PV tool and DRPs Description: Large cargo aircraft manufacturing requires hundreds of workers drilling holes through thick metal structures. This requires heavy, powerful air powered drills. Further, these holes must be critically lactated for successful precise joining of aircraft assemblies. This critical location is aided by heavy templants designed for many years of aircraft production. The ability to semi-automate this process has been recognized as a method to reduce the ergonomic impact to the workforce. Problem: In some cases, the drill motors exceeded 18lbs and their associated templates exceeded 40lbs. - Four injuries in 2 years - 21 Lost Work Days - $313K in injuries and lost workdays. Solution: Ergonomic Center Ergonomist completed an Ergonomic Job Analysis to establish the risk. Based on this ergonomic risk and interviews with the teammates, a new drill motor and lightweight template was required. Engineering, Ergonomist & several teammates started with a clean sheet of paper. Multiple drill motors and light weight templates were designed, fabbed and full development prototypes were tested until a successful design was identified by all parties. Outcome: Ergo Risk Factor reduced to Zero No Injuries after new drill motor and template implementation Reduced drill chips (cleaner) during drilling process Cost savings of $87K per year Boeing Company -- Ergo & Environmental Trim Saw Description: The Environmental trim saw is light-weight, single-handed-operator, semi-automated track guided cutting tool which provides quality, accurate, and timely cutting of aircraft aluminum with minimum ergonomic risk to injury. Problem: The original cutting tool was not ergonomically optimized. The two-handed operation required the employee working above the head and use excessive force in the metal-removal process, resulting in poor posture, and risk to excessive fatigue and injury. The resulting risk factor (ergonomics risk factor score) for upper-arm fatigue, and white fingers was 96. The original tool was poorly configured, and awkward to use. Also, the lack of a chip-recovery system caused airborne metal shavings to contaminate the work environment. Solution: A multi-operations team designed and developed a semi-automated track-guided trim saw to replace a two-handed manual grinder. The team also designed and incorporated a vacuum attachment to recover chips, thus reducing harmful exposure to airborne metal particulates. This multi-functional, light weight, and ergonomically friendly device was produced through the collaborative efforts of both customer, and support groups alike. Outcome: Risk reduction - Ergonomics risk-factor score reduction of 75% from 96 to 24. The improved operation minimized hand, neck, and upper shoulder fatigue. Injury Reduction - the implementation of the trim saw an elimination of recordable injuries. Efficiency - reduced cycle time by 90% Customer Satisfaction - Operator morale improved significantly, and support for the use of this tool became wide-spread.

Boeing Company/Interiors Responsibility Center -- Versatile Bin Holding Carriage Description: We will present a section of the Stow bin Moving Line with the versatile Bin Holding Carriage. This carriage that we build the parts on moves up and down vertically by 5 inches, moves toward the employee by about 3 inches, tilts and spins 360 degrees to accommodate the various anthropometric features of the various mechanics that work on the moving line. A section of the actual moving line will be presented with the actual part attached to the carriage. Problem: 777 stowbins are heavy and awkward to work on. There were numerous ergonomic risks from lifting and repetitive motion injuries were high from tapping and clamping. Assembly required many awkward postures because access to many areas was very limited. The assembly tasks presented risks to all upper body extremities and to the entire back. Solution: We looked at the requirements very closely and quickly designed, tested and implemented our device. The parts came nearly entirely from in house. This ensured the quality control we needed to deliver to our customers. Now the carriage that we build the part on moves up and down vertically about 5 inches, moves toward the employee about 3 inches, tilts and spins 360 degrees. Since the carriage is on a moving line now, we have also eliminated the material handling from one station to the next. Outcome: The following benefits resulted from the implementation of the Versatile Bin Holding Carriage and the moving line: 1. We have had no new reported strain injuries on these lines. 2. 60 percent reduction in the amount of taping and clamping which was reduced risk for finger, hand, wrist, elbow and shoulder injuries. 3. 30 percent less expensive to build in-house, as opposed to purchasing from an outside vendor. 4. 70 percent reduction in floor space a significant cost savings. 5. 35 percent improvement in productivity. 6. Eliminated material handling (lifting) from one station to the next. 7. Reduced back injury risk. 8. Use of plastic chain significantly reduced maintenance time and costs 9. Lessons learned and further ergonomic improvements incorporated in 787 moving line. 10. Versatile bin holding carriage is the same for both 777 and 787, so spare parts are interchangeable Delta Faucet – Air-assisted Chuck Arm Assembly Description: We have many automatics machine in house. These machines have chucking arms that require a great amount of strength and are high risk to manipulate. Our engineering department designed an Auto-Chucker. Out tool room fabricated the necessary materials, engineering ordered the cylinders and maintenance installed one chucker to be proven. Once the design was proved effective and successful we started installing them on all the machines. Problem: The operators were exerting a massive amount of force to manually cycle the collet on the non-bar loading machines. Solution: We purchased air cylinders, and designed an attachment fixture. This was made by our tool room and installed by the maintenance department. Outcome: The installation of the 24 machines that needed the chucker device totaled $30,000. The before operations accounted for an estimated $79,250.00 in medical cost since 2005. With the installation of the cylinders, not only does it eliminate all the high risk factors, but also gives the operator extra time to gauge/run parts.

Department of Energy (DOE)/Joint Genome Institute – It’s A Peeling Description: The Joint Genome Institute, Production Genomics Facility of the Department of Energy is a DNA sequencing facility that uses islands of automation to process samples in a high throughput sequencing environment. The manual process of unsealing sample plates is a high risk (Strain Index = 29.3) repetitive task. Alternative instrument design concepts were initiated by engineering staff when this was identified as a high risk task by the facility Ergonomics Program. These solutions eliminated sustained gripping of the sample plates and high pinch forces on the seal. The Strain Index was reduced to a safescore of 3.4 Problem: The process of "peeling" production plates, involves operators removing adhesive foil seals from the top of sample plates. The force required (21.75lbs) to remove the seal with one hand while gripping the plate using a wide (3-4) grip span with the other hand. Awkward wrist postures, narrow and wide pinch grips are involved. This process was repeated 40-80 times on 3 separate occasions during a regular work day for each operator. This process was conducted at multiple different height workstations not suited for all operators. Solution: The engineering design solution evolved over time in different forms. First, a simple fixture to grip the plate while peeling with two hands was implemented; this reduced the Strain Index from 13.5 in the non dominant hand and 29.3 for the peeling hand to a Strain Index score of 9.0 in each hand. Action was taken to find a reliable source of seal that requires less force to remove. Modifications were made to the sealing instrument itself to provide an extended tab on the seal, giving more area to grip it for removal. Commercial pliers were modified to grip the seal with the hand in a more neutral posture, but this still required high grip force. An automated, pneumatically operated peeler was the logical next step but was not commercially available. A peeling machine was designed and fabricated by in-house ergonomics and engineering staff. This allows the operator to comfortably load & unload plates to be peeled. Each plate is gripped in a fixture before a small actuator arm pushes the exposed edge of the seal upwards ready for a larger air driven gripper and piston to tear the seal off the top of the plate. It is important the seal is cleanly removed to avoid complications at the next step in our process; successful peeling is achieved >99% of the time. The productivity remained the same due to the fact that the seal bond to the underlying plate dictates the speed at which it can be removed. The Strain Index score is now 3.4. The peeler has applications in three separate areas of the production line. It has been successfully implemented in production for nine months. Outcome: The level of musculoskeletal complaints among operators rotated through this area was high prior to implementation. Injury rates are difficult to quantify due to the complicated job rotation schedule for these individuals. Here are the Before & After Outcomes under different categories; Safety Before - Grip Force 104-109% of maximum voluntary contraction; Strain Index = 29.3 After - Pinch Force 0% of maximum voluntary contraction; Strain Index = 3.4 to load/unload the automated peeling machine. Quality Before/After - The quality of the sample did not change. Delivery/ Efficiency Before - Process 50 plates in 20 minutes manually. After - Process 50 plates with peeler in same time. Reduced the risk of injury in high risk area. Cost Before - $548,000 for labor costs and injuries. After - $366,000 for labor costs with 50% reduction in injury costs. Nothing is commercially available for this task. Morale/ Teamwork Before - Common musculoskeletal complaints due to load on forearm and hands. After - The engineering design solution yielded a design concept which was fabricated into a usable tool. Increased morale due to improvement of task and future plans to automate this step with stackers. In Summary This intervention reduced the grip force from 104-109% of maximum voluntary contraction with a Strain Index of 29.3 to a Strain Index of 3.4 to load the automated peeling instrument and completely eliminated high-force gripping of seals. The quality of the sample did not change and the risk of injury was significantly reduced. Prior to this intervention, operator complaints from this area were high. The engineering design solution yielded a design concept which was fabricated into a usable tool. This intervention increased morale due to improvement of the task and future plans are to automate this step in the process with stackers.

GE Healthcare -- Westborough Automated Cartridge Cleaner Description: The equipment is a Stand-alone recipe-driven automated unit to perform both edging and cleaning. Two manual tasks replaced by one, removing 14 ergonomic risk factors. Increased capacity: old cartridge prep limited to two product sizes; new unit sized for additional product ranges. Increased throughput: machine cleans in minimum half the time. The new process is totally enclosed, quiet, and the doors are interlocked to keep hands out during operation. Problem: The facility produces filtration cartridges based on hollow fibers. Our fiber cutting process required two follow-up manual process steps: edging, shaving off part of an epoxy cap surrounding the fibers, and cleaning debris from the fiber cutting process that blocks the ends of the hollow fibers. The edging process had involved pressing a sharp open-ended blade against the cap while rotating the cartridge. Some of the associated risks included: Repetition, open blade hazard, static posture and forceful exertion. The hand cleaning operation required a production operator to beat a brush against a hard surface for long periods of time. Some of the associated risks included: High impact for extended periods of time, at least three forms of wrist manipulation, up to 4 forms of forceful exertion and static poor posture positions. Solution: The team was assembled during the development stage including engineers, operators, and supervisors to insure the equipment met the manufacturing floors needs. A consultant previously employed by the facility was also recruited because he had firsthand experience with this issue. The outcome was to incorporate the edging and cleaning processes as a single automated task. Adjustability and functionality were key ingredients: the machine needed to cover many different size and length units. Outcome: Overall Improvement: "Less than half the steps "Less than half the time "Operator free to work elsewhere during auto cleaning "Cut injuries reduced or eliminated "14 ergonomic risks factors eliminated Savings: Labor & material cost for equipment: $49,950.00 Time savings per unit cleaned minimum 20 minutes Labor rate incl. Overhead: $3.88/minute Number of units per year: 2,000-3,000 Savings: 3.88 x 20 x 2,500 = $194,000/annual = $16,167/month Project payback: Less than 6 months. Honda of America Manufacturing Inc. – Ergo Start Cart Description: Using heavy delivery carts with high initial push/pull forces resulted in associate injuries. Standard motorized carts and cart movers were tested, but failed to meet production space and time limits. The team designed an Ergo Start System using an electric motor and clutch assembly, control box, and direction control switch that mounts easily to existing carts. With a flick of a switch, the motor engages briefly to overcome high initial forces, and then shuts off. This modification helped eliminate injuries and allowed the number of parts per cart to increase, providing a 5-year Return-On-Investment of nearly $1.5 million. Problem: Associates had to apply more than 50 pounds of initial push/pull force to move carts weighing more than 1,000 pounds. This amount of force exceeded the Honda Ergonomic Guidelines' safe limit of 37 pounds. Over a two-year period, associates had experienced 14 recordable injuries and 30 first aid reports from pushing and pulling carts. Solution: The team began its analysis by testing several commercially-available motorized carts and cart movers, but they found the carts were difficult to maneuver in their manufacturing environment. Also, because

these devices were slow, associates were struggling to maintain production. The team developed a simple system to eliminate the initial push force required to initiate parts delivery cart movement. The Ergo Start System motor replaces one of the existing cart wheels. The control box and switch are mounted to the existing handle. The motor engages briefly and starts the cart moving, and then shuts off. While this concept was simple, several parts were not commercially available. These were designed by team members, and then sent out to be fabricated. A patent application for the project has been filed. The team was able to control costs for parts and labor to less than $1300 per cart. Outcome: Safety - Since manual push/pull motions to start cart movement have been eliminated, safety results have been positive. To date, no injuries related to push/pull have been reported on processes where the Ergo Start carts are being used. Quality - The Ergo Start System was added to existing carts without impacting quality. Delivery - Using existing delivery methods resulted in no change to delivery or production processes. Cost - Costing less than $1300 per cart to implement, the Ergo Start System has shown an excellent return-on-investment. The addition of the Ergo Start motor allowed increased parts capacity per cart without placing associates at risk for injury. This change resulted in a reduction in transportation and packaging costs. Of course, the new system also reduced injuries from push/pull. Overall, the system will produce a five-year return on investment of $1,464,560 for this project. The team plans to apply this system to other carts in their department, as well as across other North American Honda facilities, and expects similar financial benefits. Honda of Canada Mfg. -- Tool Testing Apparatus for simultaneous measurements of Quality and Ergonomics Description: A tool testing apparatus was developed to promote safe deployment of tools in Honda assembly department. The device houses 2 force cells to simultaneously measure reaction force and torque/clamp force. The fixture is adjustable to accept all tool types and sizes (ie. right angle and pistol) as well as to allow testing to be performed on soft or hard fastener joints at various angles and orientations to re-create actual production characteristics. The data gained from this testing and tool programming (rundown speed / phases) allowed guideline to be developed for introducing tools into production based on Quality and Ergonomic measurables. Problem: Approximately 1/3 of Assembly injuries are related to tool use. 10 claims over the last 3.5 years are directly related to tool reaction forces (DC tools). Tools were implemented and trialed on-line and effects on the associate only judged subjectively during production. On-the-fly adjustments to the tools and programming could have had negative consequences to quality (torque and clamp-force). Solution: To promote the safe development of tools before placing it on the process, an adjustable apparatus (that will accommodate all tool types and sizes) was designed with 2 force cells to test reaction force for ergonomics as well as clamp force and torque for quality performance. The fixture houses an adjustable joint allowing the tool testing to be performed on soft and hard joints in any angle and orientation (re-creating actual production car body characteristics). Effect of dc tool programming (rundown speed and timing) on reaction force and quality (torque and clamp force) can be measured simultaneously. Using current production data relationships between tool and fastener characteristics (joint, angle, torque, clamp force, speed) and impact to the associate (reaction force, injury history) we have developed guidelines for the safest tool selection and settings for associates and we can trial these in each application before tool is used in production. Outcome: With an investment of only $15950 an ROI of 1120% was achieved through injury avoidance. Zero (0) injury / concerns on processes using tools implemented after testing and set/up using this fixture.

Honda Power Equipment Mfg. Inc. – Fuel Tube Insertion Tool Description: Purpose Eliminate RED Ergonomic rating for inserting fuel hose onto fuel pump Eliminate the need for job rotation every 2 hours due to ergonomic rating Stabilize and reduce process time by improving alignment and ease of assembly Objective Ergonomic concern Reduce from RED to YELLOW or GREENEliminate need for job rotation Avoid work injury claim Variable process time Improve alignment and reduce cycle time 20% Light weight and low cost tool Use assembly line tool budget Ergonomic concern Repetitive motion with squeeze, lift, and twist. Problem: Excessive load on the hand, wrist & fingers Force Up 20kg (44 lbs) with fingers Force Down - 10 kg (22lbs) + Engine 10kg Long process time and difficult to balance line Difficult to align and insert fuel tube Job rotation due to ergonomic rating Solution: Create a hand tool that uses engine components to assist with alignment and increase leverage to reduce strain on the associates hand and reduce process time while inserting fuel hose on to fuel pump. Process: Grip hose about 1below end in the tip of the pliers Position mounting bracket in leverage arm hook. Use leverage arm to help align fuel hose and fuel pump Press down to insert fuel tube onto fuel pump. Release hose and slide hook off of mounting bracket Outcome: Impact & Benefit Eliminates finger strain and twisting motion Reduces load on the hand and wrist 20kg à 8.5 kg Reduced Process time 7.9 sec à 4.4 sec Eliminated need for job rotation Reduced alignment time and hose slipping off Apply for patent 05/21/07 Intel Corporation (Intel Products Chengdu Limited) -- POGO Pin Auto-Insertion Project: Making Things Much Easier Description: Manual POGO Pin replacement remains of the most difficult work among employees and is one of the highest contributors of workplace injuries. Manual POGO pin replacement has all the elements of an ergonomic injury, i.e. static posture, repetition, awkward posture, static loading, and force. This project aims to address all the ergonomic risk factors and drive employee productivity up through this simple, yet innovative ergonomic solution. The solution eliminates the need to manually pick up pins from pin containers, regulate pin direction and insert the pin into sockets. Aside from ergonomic gains, productivity, headcount, cost avoidance can also be achieved. Problem: In CPV and Test module, socket (3cm x 3cm) with pogo pins (0.1mm x 2mm) is used as the interface to DUT. Due to repeated hitting, pogo pins fail at certain cycles (~50k for CPV, ~120k for Test). When the pogo pin fails, it has to be changed. There are over 1000 pogo pins in a socket, and takes 2-4 hours to finish one socket for different operators. During replacement, the operator has to sit in front of a table, use a tweezers to pick up a pogo pin, regulate the direction of the pin and then put it into a hole in a socket. He sustains the awkward posture (neck flexion>30 degree, shrugged shoulders) for a total of 6-9 hours/day with consistent strain in upper extremities, significant eye fatigue, great monotony and boredom. This activity was identified to be medium risk to operatorsfingers and neck and also potential MSD risk in back and shoulder, varicosity in feet for a sedentary workstation by EHS. Solution: For the pogo pin replacement, Test engineering developed an automated tool to insert pogo pin into socket. This eliminates the need to manually pick up a pin from pin container, regulate pin direction and

insert the pin into socket. Now the operator just has to put an empty socket into the machine, feed the machine with brand new pogo pin and run the program on via computer. This eliminates all of the ergonomic risk factors. One tool represents a total investment of $15,000. Outcome: This is an effective reduction of ergonomic risks. All of the immediate (frequently moving Fingers and non-neutral neck), secondary (bending forward, sitting too long, boredom and monotony etc.) risks related to this task are reduced to no risk as per EHS analysis. Productivity and continuity improvements will be achieved. The machine could finish one socket within 2 hours at any time in a day which result in faster response to trouble shooting and is 2 times faster than manual inspection. The 120k pogo pins can be replaced in a very short time. The solution also resulted to a saving of 4 dedicated headcount and consequently achieves a cost avoidance of $58,000 for CD factory. Johnson & Johnson – Ethicon -- Easy Access for the Loading & Unloading of Suture Cans

Description: Previously, employees had to load and unload 3 pounds suture cans on top of each other in a cubical cage on the shop floor. This required employees to bend 120 degrees and reach 3 feet simultaneously, 900 times per shift, to load and unload the 3-lbs cans. Through the new process, the employees use a creative combination of scissors lift, a rotary table and a novel railing mechanism to load and unload the cans without bending or reaching. The internally designed railing mechanism allows the employees to load and unload cans at their waist level and reach no more than one foot. The simple combination of the scissor lift and rotary table, available commercially, would not have eliminated the bending required of the employees. Through the innovative design of the team and a small budget of $5000, the high-risk ergonomic issues of bending and reaching while holding a load of 3-lbs was eliminated. Problem: Employees were loading and unloading 3-lbs suture cans in storage bin 900 times per shift. The storage bin was located on the floor and employees had to bend 120 degrees from their waist and reach 3 feet before they could place or pick up a can. Using the Johnson & Johnson Ergonomic Job Assessment tool, this job was identified as high risk because of the Bending Forward and Reach Across Body. In addition, 75% of the employees performing this job reported discomfort in their backs, necks, legs, shoulders, arms, and wrists. Solution: We designed and built a new system using a scissors lift and a rotary table along with a novel, internally designed railing mechanism which allows the employees not to have to bend or reach to load and unload the cans. The employees raise the table, using an electrical foot switch, to their comfortable heights and start loading the cans while rotating the table with the designed rail. As one layer of cans is loaded, the table moves down slightly through the railing system and employees load another layer of cans. The process continues without employees have to bend or reach to do their jobs. Outcome: The new process effectively eliminated the ergonomic issues of Bending Forward and Reach Across Body resulting in the job being categorized as low risk using the Johnson & Johnson Ergonomic Job Assessment tool. An excessive non-functional horizontal reach was reduced to less than 24 inches (the maximum required for a 5th percentile female). The new storage mechanism also addressed the employeesconcerns and discomforts associated with the process. This creative and relatively inexpensive solution allowed for a large cost avoidance that would have been associated with an off-the-shelf or fully automated answer. Beyond ergonomics, the solution eliminated a fall hazard associated with bending over at such an extreme angle.