Tag Archives: training and awareness

Low back pain is a symptom of other musculoskeletal disorders

How Does the Range of Motion of All of Our Joints Really Affect Us?

Morning movement and stretch programs can do more for you than you think.

Low back pain is common and often misdiagnosed.

Points to changing how you move.

It does not matter what we do for work, outside of work, or where we are, movement is key to doing anything.  Even static positions are movement.  Muscles must attain a certain level of synchronized firing or you would not have the ability to sit.  Anyone that has even minimal neurological deficits understands this. This truth is never more important than as we age!

Certain joints are designed to provide stability, while other joints promote mobility.  Ball and socket joints are more mobile, while hinge joints such as the elbow and knee are more for stability.   In the diagram below, you can see alterations between stable and mobile from one joint to the next.

Some joints promote stability, others mobilityThe lumbar spine (low back) should be more stable, but because of hip or thoracic joint movement limitations, the low back must become the more mobile part.  In these cases, chronic low back pain and injury result. Looking at the model, “S” meaning stable and “M” meaning mobile, notice that the S’s and M’s alternate.  Now further look and compare between the model’s right side: “How We Should Be,” and the model’s left side: “How Most of Us Are.” One joint limitation can impact all other joints—not only how they move but more importantly their job function!

Also notice that if the hip range of motion becomes limited—stable—then the knee, a hinge joint that is considered stable, becomes more mobile.

The approach to morning stretch/movement programs and work place wellness programs linked below begin to address this.

https://www.functionalmovement.com/Articles/848/why_your_back_is_often_the_victim_not_the_culprit

 

Getting Beyond Low Hanging Fruit

How Accountable is Your Organization?

Employee health and safety professionals understand the importance of safety in the workplace.  They know that safety comes in all shapes and sizes.  Yet, when bad decisions are made by management regarding safe procedures such as lock out tag out, what are some of the possible outcomes? Well, this:

OSHA case study: How some companies still flout safety to gain economic advantage

In this OSHA case study, luckily there were no severe injuries.  But what was just as detrimental was the non-verbal but loud and clear message to the employees: “We don’t really care about you.  It’s about how fast the product can be produced!”

Robotics assist in many ways.  One way is to reduce possible awkward positions and sustained awkward positions of employees. When dangerous short cuts are imposed like the one outlined in the OSHA case study— allowing employees to climb into the robotics cage with the robot still moving—what else is an employee to think?

Couple the OSHA case study with this one, posted in the same timeframe in EHS Today:

SLC 2018: Engaging the Workforce Is a Key to Health & Safety Excellence

In this article, Dr. Fulwiher makes excellent points and suggestions.  Our take home, since this is what our organization tends to witness, is this statement of Dr. Fulwiher’s:

This requires a transformation in the leadership of the organization, be it a for- profit or nonprofit, understanding the need to become more transformational and less transactional.” 

This is very true, as most top executives and middle managers are truly only focused on the output in the long run.

People DO NOT CARE how much you know
until they know HOW MUCH YOU CARE

So many articles continue to revolve around this mantra.  And it is true, isn’t it?  So, what can supervisors, employees, and middle managers do to demonstrate this at work and also outside of work?

  • Take an extra 45 seconds to dialogue with any colleague, co-worker, and more importantly, someone you do not know well.
  • When conversing, look them in the eye and notice the color of their eyes. Most of us don’t look at those we’re talking with in the eye.
  • You can smile when talking.  Even if the conversation is a critical point, smiling shows that you do care, and also places the other more at ease.

We should not need classes on this. However it appears that  we do, since there are books, audio tapes, seminars and lectures that all focus on how to become more attentive, genuine, and accountable.

Accountability Starts at Every Level—
in Your Organization and in Your Community

We hear, read, and experience for ourselves the disappointment and frustration when someone is not accountable for something they said or something they said they would do.  We know what it feels like, and we would love the unaccountable people in our lives to become accountable.  Unfortunately, it’s beyond our power to change someone else.

Therefore, the only way to experience change is to change ourselves.  This is what life is about: change.  How can we become our highest selves,  and how can we truly begin to treat others the way we would like to be treated?  Here’s a way to begin in your professional life:

When at work, be accountable.  What does this really mean?  Your “yes” is “yes” and your “no” is “no.”

In a meeting, if you are asked to participate in a project, or asked to assist someone with something small in their project, don’t say, “I’ll see what I can do.”  Either say “yes, I will,” and give them the date by which you’ll provide the information, or say “I can’t,” and provide a reason why.  This is where your accountability starts.  Becoming more direct, detailed and authentic will yield better outcomes in all of your interactions, whether with your supervisor, peers or employees.

As a role model of accountability, you can then begin to challenge your co-workers and colleagues in this area, as well as coach those you supervise to adopt this revolutionary mindset and value.

 

Job Rotation Food Processing

5 Mistakes You’re Making in Job Rotation

Job Rotation Food ProcessingAn employee comes to you and says that’s he’s hurting. In this case, it’s his shoulders.  So, you look down the line for a workstation requiring a different activity, and you plan a regular job rotation with the person running that station on his same shift.  With gratitude, the employee goes back to work.

Four days later, the employee calls in sick.  His shoulders hurt too badly to work, he says.  He says his doctor wants him off the job for two weeks. Two weeks go by, and ultimately he doesn’t ever come back.  You’re surprised by this.  You did what you thought would solve the problem.  What happened?

This is a regular occurrence in manufacturing job rotation, and there are five common mistakes made in designing a job rotation program that, if avoided, will actually set you on the path to establishing an assertive injury prevention program.

Mistake #1: Not including movement training.  Nothing would get done without humans moving.  But are they moving the right way?  Work has two parts: the tasks to be done and a method for doing them.  Each task can be performed in such a way to minimize the risk of causing personal discomfort and injury.  Do you know the best way to physically approach each task that a worker will perform each day, over and over? It’s not relying solely on the use of correct angles, which is common in ergonomics.  That’s just a start. Using technology such as sEMG, it is possible to see how an individual’s approach to the work is causing him or her discomfort, and how to modify the approach to reduce or completely eliminate that discomfort.  More importantly, sEMG shows aberrant muscle firing patterns and different types of muscle fatigue.  Individuals most often can’t perceive this in themselves; therefore, identifying the patterns prior to an injury and prior to a complaint can dramatically decrease risk for musculoskeletal injuries.  Health professionals highly skilled in  movement retraining  can then train individuals on optimal movement patterns for them that will avoid musculoskeletal disorders (MSDs) and injury.

Mistake #2: Not designing a specific stretching/dynamic movement program for each workstation.  A generic stretching program is a good start, but if different movements are required at different workstations, specific stretches geared to those movements will provide the most benefit.  For example, a welder may just need to stand up straight and perform forearm stretches between units to relieve upper body stress or have a high stool to sit on for a minute to relieve low back pain, or both.  Workers need to be taught these specific stretches and countering movements along with the task at hand when they are rotated into a new position.  Employees leading the stretch programs should have additional education on the general whys, hows, a developing critical eye, and an attitude of engaging employees that half-heartedly participate or do not participate.  This type of engagement will assist the program to become better.

Mistake #3: Not breaking tasks down into their minimal components and addressing each.  The task may be a grip and cut in food processing, for example, but there’s also a repetitive reach to get the next piece of work.  Are all of these movements considered when planning job rotation?  Analyzing time exposure, static positions, the number of repetitions, and stress angles on joints required by the work at each station are just some of the factors that should be considered in a quality job rotation program.

Mistake #4: Not proactively responding to complaints.  If the lines of communication are open and broad between workers and management, the first hints of discomfort will be revealed.  This is an opportunity to proactively address them.  First aid massage, Kinesio Taping, and movement retraining, review and correction are just some of the tools that can be used to diminish the risk and return the worker to a better physical ability.

Mistake #5:  Rotating employees to workstations with similar versus completely diverse movements.  Do both stations require using the upper extremities in similar ways?  Constant gripping or twisting or reaching and lifting, for example?  How is the back being used at each workstation? Is repetitive twisting involved?  Reaching down and pulling?  If you can switch an employee to a station where none of the same movements are required you’ll get the best results.  Even the order in which the rotation happens can have an impact.

Job rotation in a production environment is an art, but it can produce amazing results if done in concert with a highly trained production movement specialist.  If you’d like a free and confidential consult on an area of concern in your own company, please give us a call at 803-716-9167.