The Ergonomic Guidelines for Manual Materials Handling

Running head: CRITICAL REVIEW 1
Critical Review: Ergonomic guidelines for manual materials handling
Name
Institution
CRITICAL REVIEW 2
Critical Review: Ergonomic guidelines for manual materials handling
Introduction
Most individuals spend most of their days in the workplace. Most tasks done at the
workplace take a lot of energy and pose considerable risks to the worker in the long run. With
these significant risks, over the long term, it is essential to provide conditions and equipment that
alleviate the risks involved. As a consequence of this realization, the California Department of
Occupational Health and Safety came up with the NIOSH publication number 2007 131
(Cheung et. al., 2007). This essay will summarize and analyze some of the concepts featured in
the periodical.
Engineering and Administrative Improvements
Engineering improvements encompass tweaks that can be done through rearrangement,
alteration, redesigning, and provision of tools, to ameliorate the fit between demands or work
tasks and worker capabilities (Cheung, Feletto, Galante, & Waters, 2007). Administrative
improvements, on the other hand, refer to the observation of how workers perform their tasks
and then taking cues to make adjustments that reduce risk and encourage productivity (Cheung
et. al., 2007).
Proactive Action Plan
The proactive action plan refers to a way of seeking solutions to problems that arise in
manual material handling jobs (Cheung et. al., 2007). Through this scheme, the owners of the
means of production survey the workplace for potential problems that may arise and craft
solutions to the problems as opposed to waiting for crises to crop up. After determining these
CRITICAL REVIEW 3
loopholes that might yield potential problems, the fit between work and the worker is the
enhanced by charting appropriate changes for the workplace. Four steps are followed when
making a practical action plan; these are; look for hints, prioritize jobs for upgrading and make
upgrades.
Looking for clues.
To find clues to where potential problems might arise, information is essential.
Information can be gotten from the review of written records such as workplace survey reports
and questionnaires filled by employees among other means.
Observing work activities.
Observation is one of the significant ways of getting feedback from processes.
Additionally, the ownership can speak to employees, overseers, and managers concerning
problems that exist. Besides, one can observe workers at work and get feedback, for instance,
modifications being done to tools by workers.
Use of Assessment Tools.
Assessment tools that help compare your practices to the National standards also come in
handy when improving your processes.
Follow-up
It behooves the people in charge to make follow-ups assess if the improvements were
made have worked as had been envisaged. Each improvement should be evaluated in its own
entirety to ascertain its effectiveness (Cheung et. al., 2007). According to Cheung et. al., (2007),
when reviewing the effectiveness of each improvement, questions asked should include; has the
CRITICAL REVIEW 4
improvement diminished or eradicated exhaustion? has the improvement been accepted by the
workers? and has the improvement lessened or done away with most or all of the hazard
dynamics (p. 14).
Improvement options
Improvement options encompass all changes that can be made to ensure that the risk
factors in the work environment are eliminated or considerably reduced. These options include
easier ways for manual lifting, lowering, filling, or emptying containers; easier ways to
physically clutch containers; and substitutes to physical handling of vessels (Cheung et. al.,
2007). Easier ways of manual lifting and carrying include options that reduce repetitive motions
such as bending and reaching that impose pressure on the back. Easier ways to manually lift
container include ways to improve grip, as well as the effort required to lift. Alternatives to
manual handling of containers capture use of tools, use of powered and non-powered equipment
among others.
Summary of opinions and comments
The guidance offered in the handbook allows workplace owner to create better ways for
their employees to be more productive in the workshop by limiting the risks involved in the work
environment. Also, the manual provides standard guidelines by which firms can evaluate
themselves, as well as the safety of their employees.
One of the standout features in the manual is the amount f research to come up with the
myriad improvements suggested in the manual. The improvements suggested indicate mastery in
the functioning of the human body, as well as a mastery of varied workplaces where manual
work is often involved. Additionally, regarding problem identification, the proactive action plan
CRITICAL REVIEW 5
provides managers with elaborate ways of problem identification and improvement. This kind of
problem identification places the owner of workshops on their toes regarding ensuring the safety
of the employees and the workplace in general (Rossi, Bertoloni, Fenaroli, Marciano, & Alberti,
2013).
Finally, the follow-up checks recommended in this handbook also come in very handy
when it comes to putting owners of industrial establishments accountable. They have to keep
continually upgrading their safety mechanisms to better the workplace.
CRITICAL REVIEW 6
References
Cheung, Z., Feletto, M., Galante, J., & Waters, T. (2007). Ergonomic guidelines for manual
material handling (DHHS [NIOSH] Publication No. 2007-131). Retrieved
from http://www.cdc.gov/niosh/docs/2007-131/pdfs/2007-131.pdf
Rossi, D., Bertoloni, E., Fenaroli, M., Marciano, F., & Alberti, M. (2013). A multi-criteria
ergonomic and performance methodology for evaluating alternatives in “manuable”
material handling. International Journal of Industrial Ergonomics, 43(4), 314-327.

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