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Abstract
Ergonomics is a consideration of several factors within a manufacturing plant, i.e. the environment, the work station, the task, the tool, and the organization itself which bears the culture. This dissertation focused on ergonomics intervention and quality implementation at Kemya chemical manufacturing plant. This company has been in the forefront of ergonomics and quality applications but there have been some errors and defects in the implementation leading to workers injuries and a number of shutdowns.
Product quality, employee performance and organizational output are affected by factors such as inappropriate total quality management (TQM), or ergonomics problems. This dissertation will focus on the two factors quality management and ergonomics interventions. This study conducted a survey on employees of the plant, and recommended ergonomics interventions on the work area and physical environment.
The questionnaire was in the form of open- and closed-ended questions and the results of the survey were analysed by means of descriptive method. Kemya does not have to spend large amounts of money, because the manufacturing plant has continuously applied ergonomics interventions and quality management. The application for QUITE (Quality Improvement through Ergonomics) methodology was recommended for Kemya.
Chapter 1: Introduction
Introduction
Ergonomics should be proactive, in addition to being reactive. Proactive ergonomics reduce injury and enhances coordination between worker and environment. The ultimate aim is for quality production, since successful ergonomics enhance worker performance, organizational output, and reduce absenteeism and turnover rate.
In an ergonomics activity, the ergonomics team has to assess the work area with the aim of providing solution to the reported risks that caused injury and discomfort. The firm could be dealing with financial problems, which has resulted in administrative measures like providing breaks between manufacturing processes, or changing work strategies so that some equipment or parts can be in a neutral position. Such measures are difficult to manage and tolerate over time, and can cause ergonomic problems.
Ergonomics is the science of properly fitting the work environment to a worker; it also refers to adjusting the workers to the work environment, ensuring that the workplace and the parts therein are specifically positioned. In a computer room, for instance, the chair, monitor, mouse, and keyboard must be properly positioned so that the user will not acquire backaches or musculoskeletal and cumulative trauma. In the manufacturing sector, ergonomics refers to the different areas in manufacturing that should fit the workers physical body, make them safe from injury and allow some comfort while working (Piatt, 2012).
Ergonomics guidelines and company policies should include adequate training and development and installation of appropriate equipment in order to reduce the risk factors related to injury or accident. It is hard to think that repetitive tasks like using the usual equipment for extended amounts of time could cause injuries. Not being in an appropriate position can cause discomfort or musculoskeletal disorder (MSD). MSDs are also referred to as repetitive stress injuries (RSI) and cumulative trauma disorders (CTD) (Stanger, 2002). This is one of the main problems being addressed by ergonomics.
There can be other ergonomic factors in the workplace such as noise, lighting, and safety measures. The objective of using proper ergonomics is to enable a person to perform his or her job in a natural, comfortable position. The bodys natural position is also known as a neutral position. While using instruments or manufacturing parts, the worker is at a safe distance and uses protective clothes and gloves.
This study focused on the operational problems in a manufacturing plant at KEMYA to find out how ergonomics can be properly applied. Currently, the company employs approximately 600 workers, mostly Saudi nationals. The company also answers to the call of environmental preservation by applying a rigorous waste management system and effective safety measures (ExxonMobil, 2016).
Aim and Objectives
This study aims to address the ergonomics problems of a manufacturing plant at Kemya. Particularly, the study examined how QUITE (Quality Improvement Through Ergonomics) methodology could improve workers performance.
Objectives
To determine how the company practices quality and ergonomics intervention at the manufacturing plant;
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To investigate how ergonomics intervention can be improved and enhance worker performance;
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To provide recommendations for further ergonomics intervention at Kemya.
Hypothesis
Ergonomics interventions should parallel quality implementation. The Kemya LDPE plant must continuously adopt ergonomics innovations to avoid safety issues and reduce the number of shutdowns and turnover of employees.
Rationale of the study
This is a case study about ergonomics implementation in a manufacturing plant at Kemya. The in-depth analysis of the problems and solutions will help in reducing errors and defects in ergonomics intervention, and encourage other manufacturing plants in Saudi Arabia and the Middle East.
This study has provided a background and application processes for QUITE (Quality Improvement Through Ergonomics) methodology, and has recommended that this be applied to the manufacturing plant. The different methods of QUITE application are explained in the literature and in the methodology.
Businesses have been finding ways to reduce cost of operation, while increasing profits. This runs counter to the principle of good business, and might have negative repercussions in the aspect of organizational performance. Expenditures associated with lower quality and reduced worker performance include: additional expenses for workers compensation and insurance premiums, lower productivity and low morale of employees, and additional cost in recruiting new employees as replacement for the sick ones and those who have been forced to stay on the job.
Chapter 2: Literature Review
Introduction
The predominant culture in many Saudi organisations has evolved from a nomadic ethnic community to the comfortable resource rich economy and from the traditional small-time trader to the new businessman influenced by western and other cultures. The Saudi businessmans concept of TQM is unique from the concept borne of Western culture. TQM, according to the Saudi culture, is attaining total quality by drawing the commitment of every member of the organisation.
The Saudis approach to quality management is characterised by the short-term view in contrast to the Japanese and Westerns long-term view; the Saudis instant results-expected to the formers results-oriented; and the Saudis contingency style to the Westerns step-by-step building and quick-fix (Al-Darrab, Gulzar, & Ali, 2015).
Saudi Arabia has one of the most unwavering and dynamic economies of the world because of its effective and well-managed use of resources, particularly oil. The reforms initiated have made the country one of the worlds top growing economies. However, to become a truly industrialised country is yet to be achieved (Al-Darrab et al., 2013).
With globalisation, the country is experiencing the influx of foreign products supported by oil-based economy. This continuous economic growth is primarily due to the Saudi leaderships policy decisions and its shift to focus on international business. Saudi Arabia is heading for industrialisation and this will surely affect the economy and the Saudi people. The oil sector accounts for approximately 80 percent of the budget revenues and almost half of the gross domestic product (GDP) (Al-Darrab et al., 2013).
Kemya was officially established in 1980 with a specific task of manufacturing low-density polyethylene (LDPE) and other chemicals like ethylene and olefin. The plant can produce approximately 700,000 tonnes of ethylene annually and a staggering 1.1 million tonnes of polyethylene serving local and foreign markets (ExxonMobil, 2016). The company has helped boast Saudi Arabias economy, which largely depends on oil.
Background
The relationship between the physical body and the workplace has been researched for many years (Piatt, 2012). The first known studies of this phenomenon occurred around the mid-1940s, just when the war ended. At first, ergonomic was often defined as the relationship between man and machine, fitting man to the job or human factors (Branton as cited in Piatt, 2012).
As the post-industrial age transformed into the information revolution a new set of challenges arose that possibly put office workers at potential risk of injuries (Murrell as cited in Piatt, 2012). The early studies provided the findings and insights for todays ergonomists to seek ways to control and change the work environments to fit a person to the job.
The psychologist Bartlett (as cited in Piatt, 2012) was considered one of the founders of ergonomics. In 1962, Bartlett presented a paper on the future of ergonomics at the Ergonomics Research Society, where he predicted that in the future, new technology would bring about isolation of individuals, combining workloads from several individuals to one, increasing mental workload and a decrease in physical workload together with a greater demand on communication via means of advanced technology.
Bartlett predicted the rise of computers and the internet. However, in an earlier paper he discussed the concept of fitting man to the job. For example, instructing or showing people how to place or position themselves in using equipment, allowing ones body to adapt to its work environment. These concepts are foundations of todays ergonomics, where office ergonomics best practices fit the workplace environment to the person.
Moreover, the Occupational Safety and Health Act of the United States requires employers to prepare and maintain records of occupational injuries and illnesses (Rethaber, 2010). Saudi Arabia has the General Organization for Social Insurance (GOSI) which keeps records of occupational injuries and illnesses. Safety experts, most of whom are private businesses or insurance companies, now have years of data that show patterns in work-related injuries caused by physical repetitive stress.
In 2014, Saudi Arabia reported 69,000 work injuries, with the construction sector having the highest number (Latif, 2016). GOSI reported that the construction and manufacturing industries have the most number of work-related injuries, accounting to approximately 355,000 injuries recorded in 2016, where most of the victims were expatriate workers (Ace Brokers, 2016). The country has increasing development projects which explain the growing number of work-related accidents and injuries.
The significance of ergonomics was established some decades back but what was not known at the time was that musculoskeletal disorders (MSDs) were acquired in the workplace setting. However, the increased awareness of office ergonomics was triggered by the information revolution and longer time in the office.
Definitions and Concepts
Ergonomic is defined as a process for improving manufacturing systems and products by means of careful and orderly study of how they relate with their users (Stanger, 2002). Ergonomic also refers to high technology improvement process. Biomechanics is the decision tool that allows a professional to set exposure limits that can help prevent injuries.
Many companies conduct ergonomics with the aim of solving injury problems, but they become frustrated when their steps prove ineffective. Ergonomic programs fail because of some factors. Common mistakes in ergonomics implementation include: having an incomplete understanding of ergonomics and human characteristics, and non-ergonomic methods are included to control injuries that limit the scope and effectiveness of ergonomic programs (Kelby, 2014).
Ergonomics grew out of the need to better accommodate military personnel during World War II, but in the study of Stanger (2002), he found it interesting that what was developed as a tool to make war winnable is now the preferred technique for preventing musculoskeletal injuries in the workplace.
The advantage of ergonomics is its being proactive, although some organisations conduct reactive applications. In the previous paragraphs, ergonomic evaluations involved the assessment of an existing work area and reduction of risk factors. We need not wait for injuries to occur. A proactive approach to workplace ergonomics permits problems to be addressed right away before an injury occurs (White, 2015). Ergonomic has many other benefits that management fails to see. It can increase activity in the workplace and motivate employees to perform better for up to 10% to 15% enhanced activity (MacLeod as cited in White, 2015).
The company should be able to design a job that can provide comfort for the workers environment , with minimum force exertions and fewer motions; this way the work environment becomes more effective. Workers feel more comfortable, perform more efficiently and increase overall job satisfaction and reduce turnover. Quality is improved with an effective ergonomic intervention.
According to White (2015), a study in an assembly plant found that quality defects were three times as common for poorly designed ergonomic tasks compared with the others. The study also found a relationship between employee satisfaction and product quality. Workers become contented with their jobs when they feel they are producing quality product (White, 2015).
With positive features of ergonomics, the benefits are enormous for the company and its employees and the customers as well. Most problems of ergonomics are based around the workplace environment. Therefore, proactive ergonomic eliminates risk factors to not only reduce the risk of injury, but also to attain benefits in the workplace environment.
The design phase is significant because the available resources are seen and there is a high tendency to affect a final setup of the work arrangement (White, 2015). With these ergonomic benefits, one can still ask why many facilities or production plants do not give much attention on ergonomics application. This poses a challenge to policy makers and to managements of organisations as well. Proactive ergonomics is the best choice, but up to this time the traditional focus on ergonomics has always been based on reaction. (White, 2015).
Quality improvement to enhance worker performance at Kemya
Ergonomic interventions were applied in the human-machine work environment. The distance between machine and operator is significant: the operator should be a foot away, but the machine must have protective device to prevent accident when the operator controls the machine. Moreover, with automation the operator can control the machine without touching it; even then there comes a time that the operator has to touch the machine, for instance, during maintenance work. When chemical and machine are involved, the operator should wear protective gloves all the time.
These past few years, the company experienced a number of shutdowns which threatened production quality. Debottlenecking measures involved ergonomics intervention in the LDPE plant, which were quite unsuccessful in September 2015. As a result, there were a number of shutdowns, threatening plant productivity (ExxonMobil, 2016).
Ergonomics interventions are popular in the car industry. Some examples include that at the Volvo car manufacturing plant, ergonomics programs are a part of quality strategy. Poor employee performance is an outcome of ergonomics problems (Erdinc & Vayvay, 2008). Ergonomics intervention was applied to work posture in metal folding task, which was applied through Rapid Upper Limb Assessment (RULA) (McAtamney & Corlett, 1993 as cited in Erdinc & Vayvay, 2008). As a result, percentage of error and rejected products were reduced, leading to an annual saving of $20,000. In a plant producing printed circuit board, visual inspection was improved through increased accuracy with the introduction of ergonomic reference colours. Rejected boards were reduced and product quality enhanced. Time for component insertion in printed circuit boards was reduced by improving the design of insertion lines, introducing color-coded transistors, and provided easy-to-read polarity of diodes in the circuit (Erdinc & Vayvay, 2008).
Quality Improvement Through Ergonomics (QUITE)
Ergonomics is about quality and enhanced quality performance of employees.
Studies have found that poor employee performance in manufacturing, such as poor quality application may be the result of ergonomics problems (Munck-Ulfsfält et al. as cited in Erdinc & Vayvay, 2008). Researchers recommend regular ergonomics interventions to eliminate problems and enhance employee performance.
The methodology known as Quality improvement through ergonomics (QUITE) has become popular. It was designed in such a way that it can be applied in quality systems or in projects with existing quality applications. This methodology is applicable for manufacturing plants which have observed the following requirements: (1) there is a great amount of human participation through ergonomics principles that can enhance positive quality performance; (2) quality results are constantly checked particularly in operational aspects that use quality data and markers upon which ergonomics problems are related (this should be implemented by at least a quality department to the corporate level implementing quality management systems); (3) the process of quality management and ergonomics interventions are on a regular and continuous improvement strategy, such that it would bring a remarkable improvement to the work environment (Erdinc & Vayvay, 2008).
Ergonomics training should concentrate on enhancing employees knowledge on issues significant to occupational health, safety production quality. Knowledge and learning should lead to enhanced quality, improved physical postures, developed workstation design and the overall workplace environment. Another example is the ergonomics interventions in a metal manufacturing plant wherein material handling processes were reduced and accessibility of the materials was enhanced, including improvement of lighting conditions and other plant procedures (Axelsson as cited in Erdinc & Vayvay, 2008).
The ergonomics applications improve can improve the work environment, with workers on site as implementers of change. Ergonomics interventions and quality applications should be provided with technical know-how and with top management commitment and support. Drawing the technical and organisational perspectives need systematic, inclusive, appropriate methods that will lead to enhanced quality in manufacturing (Beatty; Govindaraju et al.; Hagt; Oakland & Tanner as cited in Erdinc & Vayvay, 2008). What are specified examples above are case studies but ergonomics and quality improvement methodologies, according to Erdinc and Vayvay (2008), are seldom studied and applied.
Ergonomics and Quality Management Systems
Ergonomics is related with quality management and ISO 9000 because it involves quality application, which is what ergonomics are all about. ISO 9000 involves the application of TQM, which emphasizes process efficiency. In the 1920s, W.E. Deming headed a group of the Bell Lab at the Western Electrics Hawthorne Plant, which first introduced quality in telephones.
The group regarded quality as a kind of philosophy because it not only improved quality in the different areas like manufacturing, service, government, and education, but it also made their lives better. Deming is the most popular of the quality proponents; he helped Japan stand up to its feet after World War II by introducing quality to Japanese manufacturers. Deming introduced the statistical process control (SPC) and other quality techniques in manufacturing (Greer, 2001).
Demings quality improvement is similar to ergonomics which became popular in the 1990s. Deming introduced transformation and improvement of the practice of quality management (Anderson et al. as cited in Greer, 2001). Demings method includes visionary leadership, internal and external cooperation, learning, process management, continuous improvement, employee fulfilment and customer satisfaction (Greer, 2001).
Total Quality Management (TQM)
Total quality management is about focusing on customer needs and process improvements. Companies incorporate the elements in quality enhancement purposely to enhance market share (Chen & Chen as cited in Guion, 2010). With the rise of globalisation, the need for quality management techniques is a must. Because of the growing level of complexities in making products that suit to customers need, companies have to employ different quality management methodologies.
Although quality strategy may differ in the implementation method, the emphasis on relevant values of quality management are similar; when these are used properly, the outcomes are synonymous, such as increased profitability, competitive advantage, and increased market share (Popa, 2011).
Ergonomics has some similarities with other quality management philosophies and methodologies, in terms of context and quality application. These similarities can be found in process improvement strategies, like total quality management (TQM), just-in-time (JIT), lean manufacturing, six sigma, and supply chain management.
The literature has provided examples of successful implementation through systems thinking, functional integration, and enhanced communication infrastructures. These practices require managers/supervisors to work on cross-functional implementation teams and participate in a combined decision-making process (Gupta & Boyd, 2008).
TQM is more on continual improvement and focus on customer requirements, reduction of work processes, encouragement of long-term goals, and enhancing employee commitment and teamwork. TQM is a combination of quality and management tools to increase business profits and reduce losses (Gupta & Boyd, 2008). In the manufacturing sector, TQM refers to the firms ability to follow specifications. In the ISO International Standards Organisation) perspective, TQM is the totality of the qualities and traits of a product or service that satisfy customer needs and wants (Popa, 2011).
The study by Lin et al. (as cited in Almgren & Schaurig, 2012) found a direct relationship between quality and 2 ergonomic features, i.e. time pressure and postural stress . This was conducted to compare non-automation and semi-automation at a camera production plant. Mistakes were recorded every week to detect the causes of the mistakes.
The time for task completion and the posture of the workers physical body were considered the important variables. It was then found that more errors were committed when the task was done for a longer time which caused stress on the worker (e.g. headaches and muscle pains), and the workers posture caused back pains. (Almgren & Schaurig, 2012).
A study at a car manufacturing plant by Falck (as cited in Almgren & Schaurig, 2012) also found a relationship between ergonomics and quality, where ergonomically deficient task caused more errors than an ergonomically efficient task. The finding stated that the time to do a work task affected the effectiveness to do the task, i.e. the longer the work was done, the more errors were recorded and the shorter time the work task was done, the lesser the errors. The conclusion had similar results with the study by Lin et al. (as cited in Almgren & Schaurig, 2012), that ergonomics had something to do with quality.
Al-Darrab et al. (2013) argue that the new concept about organisational culture is that quality does not stand alone; it has to go along with safety, quality and health of workers which are provided in a safe and healthy workplace environment. This new concept provides new areas of study for quality. The new organisation is heading towards a philosophy of providing ecological features for its products and services (Eco Evaluator as cited in Al-Darrab et al., 2013). The consumption and disposal of these products do not cause too much harm to the environment. Consumers first ask information about these green products. Al-Darrab et al. (2013) further argue that these are features of the integrated management systems or IMS.
Lean Manufacturing and Job-Related Stress
In the early 1990s, manufacturers in the automobile industry began to widely adopt lean manufacturing as a way to reduce processes. However, research showed that lean manufacturing was associated with increased cumulative trauma disorders (CTD) (Brenner et al. as cited in Womack, 2007), and increased work stress due to an intensified workload (Parker Slaughter; Graham; Fucini & Fucini as cited in Womack, 2007).
The repetition of highly standardised work and part fitting problems and the acclaimed lean joint venture between Toyota and General Motors were related to WMSD injuries (Alder et al. as cited in Womack, 2007). However, some researchers argue that lean manufacturing can also have positive energizing effects on the worker and/or ergonomics, depending on how it is implemented (Liker; Genaidy & Karwoski; Zayko et al.; Adler & Borys: Alder & Cole as cited in Womack, 2007).
Lean management is for quality improvement and this is the aim of ergonomics. Ergonomics has the primary aim of reducing incidences of injury related with work environment to worker mismatches, and human performance improvement through enhancement of productivity and quality (Rethaber, 2010). Ergonomic risk factors are stressors that are characteristic of ergonomic-related injuries, such as repetition, force, awkward postures, contact stress, vibration (Phillips as cited in Rethaber, 2010).
The greater the number of repetitions performed, the greater the incidence of injury. Force refers to the amount of exertion necessary to perform a process or life, carry, push, or pull an item. The greater the amount of force exerted, the greater the incidence of injury (Chaffin & Andersson as cited in Rethaber, 2010). Awkward postures refer to the positioning of the body outside of a neutral posture. The more awkward the posture and the longer the posture is sustained, the greater the incidence of injury (Ross as cited in Rethaber, 2010).
Companies need a proactive approach for reducing ergonomic-related performance issues, rather than a reactive approach. A reactive approach will only help to reduce the performance issues attributed to the percentage of the indirect costs associated with WMSDs due to absenteeism, while the proactive approach will address the performance issues attributed to the indirect costs associated with WMSDs (Estes & Robson as cited in Rethaber, 2010).
Practical Application
Stanger (2002) describes how process improvement is performed in a workplace. Process improvement first begins with analysing all jobs to identify the precise physical requirements and then to create model workstations where job demands are simulated. Job applicants are required to work at the simulated jobs and their ability to perform work is objectively measured and then compared to the results from the existing workforce. Employees can then be matched to jobs for which they are physically best qualified.
Next intervention described by Stanger (2002) involves instituting a stretching program consisting of twenty-five warmup exercises that are performed before starting work. These exercises are a way to lessen the physical demands of the work. It can be stated here that a professional athlete would not think of beginning strenuous athletic activities without a warm-up exercise. Exercises are designed to stretch the muscles used in the work and are performed before the start of the shift to help protect the body from injury (Stanger, 2002).
The next step is to train the workforce on ergonomic principles and involve them in participative ergonomics. The work group is taught basic biomechanical and ergonomic concepts, which help them identify safer and more effective ways to do their jobs.
A few volunteers from each work group help identify the jobs causing cumulative trauma injuries and they work with the process engineers to videotape the jobs. The volunteers then apply the ergonomic principles they have learned to improve work practices, postures, equipment, and product designs to protect themselves and their team members from injury. Where jobs cannot be changed significantly, job rotation is instituted (McGavin as cited in Stanger, 2002).
Another process improvement includes the utilization of an active work hardening program. Injured employees are brought back to work for a limited time but may perform only part of the job, sometimes as little as 15 minutes out of every hour. The time will be spent performing stretches and work hardening exercises and applying ice to the affected areas.
Oslay (as cited in Stanger, 2002) indicated that this process can be compared to the sports medicine approach used by injured athletes to regain strength and speed up the healing process. This reduces the time that the person must be off the job and strengthens the injured area lessening the possible re-occurrence of the original injury (McGavin as cited in Stanger, 2002).
Application of QUITE methodology at LDPE Plant
QUITE methodology involves determining work positions and difficulties of operators, including musculoskeletal risks and discomfort at upper extremities and back, and also visual difficulty. Ergonomics problems can affect operator performance and might result in operator error and injury. Most of all, the primary aim of this methodology is to improve product quality via enhanced worker performance. Ergonomics intervention is particularly emphasized in workers position in the work environment.
Researchers indicate that QUITE methodology can be inserted into existing quality systems, which is a concept emphasized earlier that ergonomics and quality have to go together and must be introduced in congruence with each other. Additionally, if there is an existing quality application, ergonomics can fill the gap and make quality improvement successful.
Training is vital. Ergonomics intervention should be planned gradually, with training given to supervisors and operators in selected lines. Training includes basic ergonomics principles and how to avoid awkward postures to prevent accident risk. Workers have to pinpoint areas where ergonomics problems occur.
Other ergonomics problems that pertain to noise, lighting, and safety measures have to be given equal preference. The objective of using proper ergonomics is to enable a person to perform his or her job in a natural, comfortable position. The bodys natural position is also known as a neutral position. While using instruments or manufacturing parts, the worker is at a safe distance and uses protective clothes and gloves.
This study focused on application of ergonomic applications in an LDPE plant IN Kemya. Interventions had to be applied because existing ergonomics caused injury. For instance, it became dangerous for the operator when he comes near the machine as there was no precautionary measure when he touches the machine. Injuries and muscle pains in the workers arms and spinal column reduced their performance, which triggered a number of shutdowns before 2012.
The company Al-
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