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Ergonomic Guidelines for

Manual Material Handling

Disclaimers

Cal/OSHA Consultation Service, Research and Education Unit,

Division of Occupational Safety and Health, California Department of Industrial Relations.

Ergonomic Guidelines for Manual Material Handling was prepared for publication by the Cal/OSHA Consultation Service,

Research and Education Unit, Division of Occupational Safety and Health, California Department of Industrial Relations.

It was distributed under the provisions of the Library Distribution Act and Government Code Section 11096.

Published 2007 by the California Department of Industrial Relations

This booklet is not meant to be a substitute for or a legal interpretation of the occupational safety and health standards. Please see

California Code of Regulations, Title 8, or the Labor Code for detailed and exact information, speciﬁcations, and exceptions.

The mention of any company name or display or use of particular products in this booklet is for illustrative purposes only and

does not constitute an endorsement by the Department of Industrial Relations.

CNA Insurance Companies

Use of the term “partnership” and/or “partner” should not be construed to represent a legally binding partnership. The

information, examples and suggestions presented in this material have been developed from sources believed to be reliable,

but they should not be construed as legal or other professional advice. CNA accepts no responsibility for the accuracy or

completeness of this material and recommends the consultation with competent legal counsel and/or other professional

advisors before applying this material in any particular factual situations. This material is for illustrative purposes and is not

intended to constitute a contract. Please remember that only a relevant insurance policy can provide actual terms, coverage’s,

amounts, conditions and exclusions for an insured. All products and services may not be available in all states. CNA is a

Material Handling Industry of America (MHIA)

These ergonomic guidelines are advisory only, having been promulgated with the sole intent of offering information for

interested parties. They should be regarded only as a guide that the user may or may not choose to adopt, to modify, or to

reject. They do not constitute a comprehensive or complete analysis and should not be relied upon as such.

There are no warranties whatsoever that attach to these guidelines or to any procedures that they may recommend. MHIA

speciﬁcally DISCLAIMS AND MAKES NO WARRANTIES (EXPRESS OR IMPLIED) OF MERCHANTABILITY OR

OF FITNESS FOR A PARTICULAR PURPOSE and MAKES NO WARRANTIES REGARDING THE COMPLETENESS,

ACCURACY, RELIABILITY, APPLICABILITY, OR AVAILABILITY OF INFORMATION CONTAINED IN THESE

GUIDELINES. IN NO EVENT SHALL MHIA BE LIABLE FOR ANY DAMAGES, INCLUDING WITHOUT

LIMITATION, DIRECT, INDIRECT, SPECIAL, EXEMPLARY OR CONSEQUENTIAL DAMAGES, INCLUDING

LOST PROFITS, ARISING UNDER THE USE OF OR RELIANCE ON THESE ERGONOMIC GUIDELINES OR

THE INFORMATION CONTAINED IN THEM BASED IN CONTRACT, NEGLIGENCE, STRICT LIABILITY OR

OTHERWISE, WHETHER OR NOT THEY OR IT HAD ANY KNOWLEDGE, ACTUAL OR CONSTRUCTIVE, THAT

SUCH DAMAGES MIGHT BE INCURRED. Further, MHIA shall not be liable in tort, contract, or otherwise, whether based

in warranty, negligence, strict liability, or any other theory of liability for any action or failure to act in connection with these

recommended guidelines, it being the user’s intent and understanding to absolve and to protect MHIA, its successors and

assigns, principals, and employees from any and all liability in tort, contract, or other liability.

These guidelines may contain information provided by third-party parties, and MHIA is not responsible or liable for the truth,

accuracy, applicability, or reliability of any such information provided by third parties.

National Institute for Occupational Safety and Health (NIOSH)

Centers for Disease Control and Prevention

Mention of any company name or product does not constitute endorsement by NIOSH/CDC.

This document is in the public domain and may be freely copied or reprinted.

For information about occupational safety and health topics, contact NIOSH at:

1-800-35-NIOSH (1-800-356-4674)

Fax: 513-533-8573

E-mail: pubstaft@cdc.gov

National Institute for Occupational Safety and Health

Publications Dissemination

4676 Columbia Parkway

Cincinnati, OH 45226-1998

DHHS (NIOSH) Publication No. 2007-131

Foreword

Manual material handling (MMH) work contributes to a large percentage of the over

half a million cases of musculoskeletal disorders reported annually in the United States.

Musculoskeletal disorders often involve strains and sprains to the lower back, shoulders,

and upper limbs. They can result in protracted pain, disability, medical treatment,

and ﬁnancial stress for those afﬂicted with them, and employers often ﬁ nd themselves

paying the bill, either directly or through workers’ compensation insurance, at the same

time they must cope with the loss of the full capacity of their workers.

Scientiﬁc evidence shows that effective ergonomic interventions can lower the

physical demands of MMH work tasks, thereby lowering the incidence and severity

of the musculoskeletal injuries they can cause. Their potential for reducing injury-

related costs alone make ergonomic interventions a useful tool for improving a

company’s productivity, product quality, and overall business competitiveness. But

very often productivity gets an additional and solid shot in the arm when managers

and workers take a fresh look at how best to use energy, equipment, and exertion to

get the job done in the most efﬁcient, effective, and effortless way possible. Planning

that applies these principles can result in big wins for all concerned.

This booklet will help you to recognize high-risk MMH work tasks and choose

effective options for reducing their physical demands.

Illustrated inside you will ﬁnd approaches like:

•

Eliminating lifting from the ﬂoor and using simple transport devices like carts or dollies

•

Using lift-assist devices like scissors lift tables or load levelers

•

Using more sophisticated equipment like powered stackers, hoists, cranes, or

vacuum assist devices

•

Guiding your choice of equipment by analyzing and redesigning work stations

and workﬂow

NIOSH and Cal/OSHA are dedicated to ﬁ nding the bottom line in state-of the-art-

research and turning the results into practical guidance for improving the safety and

health of all workers. We hope you ﬁnd the MMH booklet a useful and effective

example of our efforts.

John Howard, M.D.

Director, NIOSH

Len Welsh, M.S., J.D.

Acting Chief, Cal/OSHA

Partners

The following organizations are responsible for the development and co-publishing of

this booklet. To obtain copies of this booklet, contact any of the partners listed below.

Cal/OSHA Consultation Service

Research and Education Unit

2211 Park Towne Circle, #4

Sacramento, CA 95825

Tel: (916) 574-2528

http://www.dir.ca.gov/dosh/reu

http://www.dir.ca.gov/dosh/puborder.asp

CNA Insurance Companies

333 S. Wabash Ave.

Chicago, IL 60604

Tel: (866) 262-0504

http://www.cna.com

Ergonomic Assist Systems and Equipment (EASE)

a Product Council of Material Handling Industry of America (MHIA)

8720 Red Oak Blvd., Suite 201

Charlotte, NC 28217-3992

Tel: (704) 676-1190

http://www.mhia.org/EASE

National Institute for Occupational Safety and Health (NIOSH)

Centers for Disease Control and Prevention

4676 Columbia Parkway

Cincinnati, OH 45226-1998

Tel: 1-800-35-NIOSH (1-800-356-4674)

http://www.cdc.gov/niosh

Contents

About This Booklet 6

Improving Manual Material Handling in Your Workplace 7

What Manual Material Handling Is 8

Why Improve Your Workplace 8

What to Look for 9

Types of Ergonomic Improvements 9

Training 10

A Proactive Action Plan 11

Improvement Options 15

1. Easier Ways to Manually Lift, Lower, Fill, or Empty Containers 17

2. Easier Ways to Manually Carry Containers 29

3. Alternatives to Manual Handling of Individual Containers 35

Resources 49

Appendix A. Administrative Improvements 50

Appendix B. Assessment “Tools” 52

Appendix C. Analysis Methods 58

Appendix D. Improvement Evaluation “Tools” 60

Appendix E. Organizations 61

Acknowledgments 65

About This Booklet

This booklet is written for managers and supervisors in industries that involve the

manual handling of containers. It offers suggestions to improve the handling of

rectangular, square, and cylindrical containers, sacks, and bags.

“Improving Manual Material Handling in Your Workplace” lists the beneﬁts

of improving your work tasks. It also contains information on risk factors, types of

ergonomic improvements, and effective training and sets out a four-step proactive action

plan. The plan helps you identify problems, set priorities, make changes, and follow up.

Sections 1 and 2 of “Improvement Options” provide ways to improve lifting,

lowering, ﬁlling, emptying, or carrying tasks by changing work practices and/or the

use of equipment. Guidelines for safer work practices are also included.

Section 3 of “Improvement Options” provides ideas for using equipment instead

of manually handling individual containers. Guidelines for safer equipment use are

also included.

For more help the “Resources” section contains additional information on

administrative improvements, work assessment tools and comprehensive analysis

methods. This section also includes an improvement evaluation tool and a list of

professional and trade organizations related to material handling.

Improving Manual

Material Handling in Your

Workplace

Improving Manual Material Handling in Your Workplace

What Manual Material Handling Is

According to the U.S. Department of Labor, handling is deﬁ ned as:

Seizing, holding, grasping, turning, or otherwise

working with the hand or hands. Fingers are involved

only to the extent that they are an extension of the hand,

such as to turn a switch or to shift automobile gears.

In this publication, handling means that the

worker’s hands move individual containers

manually by lifting, lowering, ﬁlling, emptying, or

carrying them.

Why Improve Your Workplace

Manual handling of containers may expose workers to physical conditions

(e.g., force, awkward postures, and repetitive motions) that can lead to injuries,

wasted energy, and wasted time. To avoid these problems, your organization can

directly beneﬁ t from improving the ﬁt between the demands of work tasks and the

capabilities of your workers. Remember that workers’ abilities to perform work tasks

may vary because of differences in age, physical condition, strength, gender, stature,

and other factors. In short, changing your workplace by improving the ﬁt can beneﬁt

your workplace by:

• Reducing or preventing injuries

• Reducing workers’ efforts by decreasing forces in lifting, handling, pushing, and

pulling materials

• Reducing risk factors for musculoskeletal disorders (e.g., awkward postures from

reaching into containers)

• Increasing productivity, product and service quality, and worker morale

• Lowering costs by reducing or eliminating production bottlenecks, error rates

or rejects, use of medical services because of musculoskeletal disorders, workers’

compensation claims, excessive worker turnover, absenteeism, and retraining

What to Look for

Manual material handling tasks may expose workers to physical risk factors.

If these tasks are performed repeatedly or over long periods of time, they can lead

to fatigue and injury. The main risk factors, or conditions, associated with the

development of injuries in manual material handling tasks include:

• Awkward postures (e.g., bending, twisting)

• Repetitive motions (e.g., frequent reaching, lifting, carrying)

• Forceful exertions (e.g., carrying or lifting heavy loads)

• Pressure points (e.g., grasping [or contact from] loads, leaning against parts or

surfaces that are hard or have sharp edges)

• Static postures (e.g., maintaining ﬁxed positions for a long time)

Repeated or continual exposure to one or more of these factors initially may lead

to fatigue and discomfort. Over time, injury to the back, shoulders, hands, wrists,

or other parts of the body may occur. Injuries may include damage to muscles,

tendons, ligaments, nerves, and blood vessels. Injuries of this type are known as

musculoskeletal disorders, or MSDs.

In addition, poor environmental conditions, such as extreme heat, cold, noise, and

poor lighting, may increase workers’ chances of developing other types of problems.

Types of Ergonomic Improvements

In general, ergonomic improvements are changes made to improve the ﬁt between the

demands of work tasks and the capabilities of your workers. There are usually many

options for improving a particular manual handling task. It is up to you to make informed

choices about which improvements will work best for particular tasks.

There are two types of ergonomic improvements:

1. Engineering improvements

Administrative improvements

1. Engineering Improvements

These include rearranging, modifying, redesigning, providing or replacing tools,

equipment, workstations, packaging, parts, processes, products, or materials

(see “Improvement Options”).

Improving Manual Material Handling in Your Workplace

2. Administrative Improvements

Observe how different workers perform the same tasks to get ideas for improving

work practices or organizing the work. Then consider the following improvements:

Your

power zone

• Alternate heavy tasks with light tasks.

• Provide variety in jobs to eliminate or reduce

repetition (i.e., overuse of the same muscle groups).

• Adjust work schedules, work pace, or work practices.

• Provide recovery time (e.g., short rest breaks).

• Modify work practices so that workers perform work

within their power zone (i.e., above the knees, below

the shoulders, and close to the body).

• Rotate workers through jobs that use different

muscles, body parts, or postures.

Administrative improvements, such as job rotation, can help reduce workers’

exposures to risk factors by limiting the amount of time workers spend on “problem

jobs.” However, these measures may still expose workers to risk factors that can lead

to injuries. For these reasons, the most effective way to eliminate “problem jobs” is

to change them. This can be done by putting into place the appropriate engineering

improvements and modifying work practices accordingly.

Training

Training alone is not an ergonomic improvement. Instead, it should be used together with

any workplace changes made. Workers need training and hands-on practice with new

tools, equipment, or work practices to make sure they have the skills necessary to work

safely. Training is most effective when it is interactive and fully involves workers. Below

are some suggestions for training based on adult learning principles:

• Provide hands-on practice when new tools, equipment, or procedures are

introduced to the workforce.

• Use several types of visual aids (e.g., pictures, charts, videos) of actual tasks in

your workplace.

• Hold small-group discussions and problem-solving sessions.

• Give workers ample opportunity for questions.

A Proactive Action Plan

Manual material handling jobs require movement and physical

activity. But how do you ﬁ nd out:

• Why workplace problems are occurring?

• Which work tasks may be causing injuries or production

bottlenecks or decreasing product and service quality?

• What to do about problems once you ﬁ nd them?

• How to reduce your workers’ compensation costs?

One way to answer these questions is to be proactive in your problem

solving. Being proactive simply means ﬁnding the problems ﬁrst

by looking thoroughly around the workplace rather than waiting for

problems to occur. Then improve the ﬁt between the work and the

worker by putting the appropriate changes into place.

The process includes involving workers, observing jobs, making

decisions on effective options, and then taking action. It is important

to involve workers, managers, and supervisors throughout the process.

There are four steps to a proactive action plan:

1. Look for clues.

Prioritize jobs for improvements.

Make improvements.

Follow up.

Step 1: Look for Clues

a. Review written records (e.g., OSHA Log 300, past worker reports

or complaints, and workers’ compensation reports). Your workers’

compensation insurance carrier may offer risk-management services

that can provide workplace assessment surveys.

Improving Manual Material Handling in Your Workplace

b. Observe work activities. Talk to workers, supervisors, and managers about where

problems exist. Look for warning signs, such as:

• Risk factors in work tasks (e.g., awkward postures, repetitive motions, forceful

exertions, pressure points, staying in the same position for a long time)

• Worker fatigue, discomfort, or reports of related problems

• Workers exhibiting “pain behaviors” (e.g., not moving body parts, self-restricting

their movements, or massaging hands, arms, legs, necks, or backs)

• Workers modifying tools, equipment, or workstations on their own

• Increase in absenteeism, worker turnover rates, or customer complaints

• Decrease in product or service quality or employee morale

• Increase in error rates, rejects, or wasted materials

• Production bottlenecks

• Malfunctioning equipment

• Missed deadlines

• Unnecessary handling and duplication of material and product movement

Make sure to talk to your workers about their ideas for altering work processes,

operations, tools, or equipment. Ask them how they would make their jobs less

physically demanding and more efﬁcient.

c. Use assessment tools - To determine where problems may arise in work tasks, you

may want to use some of the following simple “tools” (see Appendix B):

• NIOSH Manual Material Handling Checklist

• NIOSH Hazard Evaluation Checklist for Lifting, Pushing, or Pulling

• The Awareness Worksheet: Looking for Clues

• Ergonomics Checklist - Material Handling

If the problems are complex, more sophisticated methods may be needed for

addressing your workplace MSDs. More detailed assessment tools for speciﬁc

problems include the following (see Appendix C):

• NIOSH Lifting Equation

• American Conference of Governmental Industrial Hygienists (ACGIH) Threshold

Limit Values (TLVs) for Manual Lifting

• University of Michigan 3D Static Strength Prediction Program

• Ohio State University Lumbar Motion Monitor

• Snook’s Psychophysical Tables

A Proactive Action Plan

Step 2: Prioritize Jobs for Improvements

After detecting the problems, decide which tasks to improve and then set priorities.

Consider:

• The frequency and severity of the risk factors you have identiﬁed that may

lead to injuries

• The frequency and severity of complaints, symptoms, and/or injuries

• Technical and ﬁnancial resources at your disposal

• Ideas of workers for making improvements

• Difﬁculty in implementing various improvements

• Timeframe for making improvements

Step 3: Make Improvements

The goal of making changes is to improve the ﬁt between the demands of

work tasks and the capabilities of your workers. Combine operations and

processes whenever possible to reduce or eliminate unnecessary manual

handling of materials and products. Depending on the characteristics of

the work and the workers, there may be some changes that will improve a

particular task.

For suggestions on how to improve your work tasks, see “Improvement Options.”

Appendix D contains a tool to help evaluate the improvements

you are considering.

If you need additional help with improvements, consider the following:

• Talk to various employees. Brainstorming with engineers, maintenance

personnel, managers, and production workers is a great way to generate ideas.

• Contact others in your industry. They may have solutions that could also apply

to your problem, saving you time, money, and effort.

• Look through equipment catalogs. Focus on equipment dealing with the types

of problems you are trying to solve.

• Talk to equipment vendors. They may be able to share ideas from operations

similar to yours.

• Consult with an expert in ergonomics. An expert can provide insights into

available improvements, the cost, and the potential value.

• Call Cal/OSHA Consultation Service (only for businesses located in California).

It provides free on-site consultation and advice on occupational safety and health.

• Search the Internet (e.g., Material Handling Industry of America,

www.mhia.org, Material Handling Equipment Distributors Association,

www.mheda.org). See Appendix E for a list of resources on handling materials.

Improving Manual Material Handling in Your Workplace

Step 4: Follow Up

It is important to follow up in order to evaluate if your improvements have worked.

After a reasonable adjustment period, set a date to follow up on the changes made.

Make sure to evaluate each improvement separately for effectiveness. The following

questions may be helpful:

Has each improvement:

• Reduced or eliminated fatigue, discomfort, symptoms, and/or injuries?

• Been accepted by workers?

• Reduced or eliminated most or all of the risk factors?

• Caused any new risk factors, hazards, or other problems?

• Caused a decrease in productivity and efﬁciency?

• Caused a decrease in product and service quality?

• Been supported with the training needed to make it effective?

If you determine that your improvements have not worked, modify them or try

something different until the risk factors have been reduced or eliminated.

Improvement Options

Section 1

Easier Ways to Manually Lift,

Lower, Fill, or Empty Containers

Pages 17–28

Consider the following options that will:

•

Reduce reaching and bending.

•

Reduce the stress on your back

and shoulders.

•

Reduce the effort and force needed to

perform work tasks.

Section 2

Easier Ways to Manually

Carry Containers

Pages 29–34

Consider the following options that will:

•

Improve your grip.

•

Reduce stress on your back

and shoulders.

•

Reduce contact pressure on your

shoulders and hands.

•

Reduce the effort and force needed to

perform work tasks.

Section 3

Alternatives to Manual Handling

of Individual Containers

Pages 35–48

• Change the container.

•

Use a tool.

•

Use non-powered equipment.

•

Use powered equipment.

Section 1

Easier Ways to Manually Lift, Lower,

Fill, or Empty Containers

Consider the following options that will:

• Reduce reaching and bending.

•

Reduce the stress on your back and shoulders.

•

Reduce the effort and force needed to perform

work tasks.

NIOSH Lifting Equation

The Revised National Institute of Occupational Safety and Health (NIOSH) Lifting Equation

(1994) provides guidelines for evaluating two-handed manual lifting tasks. It deﬁ nes a

Recommended Weight Limit (RWL) as the weight of the load that nearly all healthy workers

can lift over a substantial period of time (e.g., eight hours) without an increased risk of

developing lower back pain. The maximum weight to be lifted with two hands, under ideal

conditions, is 51 pounds. The RWL is based on six variables that reduce the maximum weight

to be lifted to less than 51 pounds.

Consult the Revised NIOSH Lifting Equation (1994) for information to help assess complex

lifting tasks (see Appendix C).

Note: The lifting guidelines suggested by the Revised NIOSH Lifting Equation

are not Cal/OSHA regulatory requirements and are not part of Title 8 of the California

Code of Regulations.

Management Guidelines for Safer Lifting

• Plan the workﬂow to eliminate unnecessary lifts.

• Organize the work so that the physical demands and work pace increase gradually.

• Minimize the distances loads are lifted and lowered.

• Position pallet loads of materials at a height that allows workers to lift and lower within their power zone.

• Avoid manually lifting or lowering loads to or from the ﬂ oor.

- Store materials and/or products off the ﬂ oor.

Arrange materials to arrive on pallets, and keep materials on pallets during storage.

Use a forklift to lift or lower the entire pallet of material, rather than lifting or lowering the

material individually.

Arrange to have material off-loaded directly onto storage shelves. Store only lightweight or

infrequently lifted items on the ﬂ oor.

Use mechanical devices (e.g., lifts, hoists ) whenever possible.

Avoid designing jobs that require workers to lift or lower materials to or from ﬂoor level.

• For loads that are unstable and/or heavy:

- Tag the load to alert workers.

Test the load for stability and weight before carrying the load.

Use mechanical devices or equipment to lift the load.

Reduce the weight of the load by:

> Putting fewer items in the container.

> Using a smaller and/or lighter-weight container.

- Repack containers so contents will not shift and the weight is balanced.

Use team lifting as a temporary measure for heavy or bulky objects.

• Reduce the frequency of lifting and the amount of time employees perform lifting tasks by:

- Rotating workers in lifting tasks with other workers in non-lifting tasks.

Having workers alternate lifting tasks with non-lifting tasks.

• Clear spaces to improve access to materials or products being handled. Easy access allows

workers to get closer and reduces reaching, bending, and twisting.

Employee Guidelines for Safer Lifting

• The use of stretching is appropriate as part of a comprehensive ergonomic program.

Stretching must not be used in place of engineering and/or administrative improvements.

• Check for tags on loads.

• Before lifting, always test the load for stability and weight.

• For loads that are unstable and/or heavy, follow management guidelines for:

Equipment use

Reducing the weight of the load

Repacking containers to increase stability

•

Plan the lift:

Wear appropriate shoes to avoid slips, trips, or falls.

If you wear gloves, choose the size that ﬁts properly. Depending on the material the gloves

are made of and the number of pairs worn at once, more force may be needed to grasp and

hold objects. For example, wearing a single pair of heat-resistant gloves can reduce your grip

strength up to 40 percent. Wearing two or more pairs of gloves at once can reduce your grip

strength up to 60 percent.

Lift only as much as you can safely handle by yourself.

Keep the lifts in your power zone (i.e., above the knees, below the shoulders, and close to the

body), if possible.

Use extra caution when lifting loads that may be unstable.

•

When lifting:

Get a secure grip.

Use both hands whenever possible.

Avoid jerking by using smooth, even motions.

Keep the load as close to the body as possible.

To the extent feasible use your legs to push up and lift the load, not the upper body or back.

Do not twist your body. Step to one side or the other to turn.

Alternate heavy lifting or forceful exertion tasks with less physically demanding tasks.

Take rest breaks.

Avoid lifting from the ﬂoor whenever possible. If you must lift from the

ﬂoor, do not bend at the waist. The techniques shown below help the

worker to keep the spine in a safer position while lifting from the ﬂ oor.

Caution:

This technique

may be

effective only if

loads are small,

light weight,

and can easily

ﬁt between

the knees.

Improvement Options

Keep the load close to your body and lift by pushing up with your legs.

Lean the sack onto

your kneeling leg.

Slide the sack

up onto your

kneeling leg.

Slide the sack onto

the other leg while

keeping the sack

close to your body.

As you stand up, keep the sack

close to your body.

Section 1. Easier Ways to Manually Lift, Lower, Fill, or Empty Containers

Use team lifting as a temporary measure until a more permanent

improvement can be found. If possible, try to ﬁ nd a co-worker of similar

height to help with the lift.

Team lifting can reduce the load in half.

Discuss your lifting plan so you

don’t make surprise movements.

Caution:

Team lifting

can increase

the risk of a

slip, trip, or

fall accident.

Use a scissors lift, load lifter, or pneumatic lifter to raise or

lower the load so that it is level with the work surface. Then

slide the load instead of lifting.

Scissors lifts

Pneumatic lifter

(accordion skirting)

Adjust the load

lifter to shelf

level and remove

containers by

sliding them out.

Improvement Options

Use a turntable. Rotate the turntable to bring the container closer.

Always work from the side closest to the load.

Turntable on a load leveler

A ﬁxed-height turntable for

pallets with short low stacks.

Caution: To promote

stability when loading

and unloading,

rotate the turntable

occasionally to avoid

the buildup of the

load on one side.

Table with a turntable inset

Turntable on a cart

Use a tool.

This pot lifter reduces bending and

reaching when handling pots or other

cylindrical containers

(see Appendix E, page 64, University

of California Agricultural Ergonomics

Research Center, UC Davis).

Section 1. Easier Ways to Manually Lift, Lower, Fill, or Empty Containers

Raise the worker so that the container is grasped 30’’– 40’’

from the surface the worker is standing on.

Use a step stool.

Use portable steps.

Use catwalks or platforms.

Use a portable work platform and adjust it to the height of the worker.

Caution: When using portable steps, stools, catwalks,

or other work platforms, follow all manufacturers’

recommendations for proper use. Use only

equipment appropriate to the weight, size, and shape

of the load being handled.

Improvement Options

Work within your power zone. Raise or lower the work surface.

Stack pallets to create a

higher work surface.

Use electric or

pneumatic scissors lift

(accordion skirting).

Use powered stackers.

Provide variable-height

work surfaces.

Use mobile scissors lifts.

Use stationary

scissors lift.

Store heavier or bulkier containers so that they can be handled

within your power zone where you have the greatest strength and

most comfort.

Section 1. Easier Ways to Manually Lift, Lower, Fill, or Empty Containers

Work within your power zone. Tilt the

container to improve handling of materials.

Use ﬁxed or adjustable tilt stands for smaller containers.

Powered tilters

provide better

access to large

containers.

Use angled shelving to improve access to containers.

Improvement Options

Hold the container close to the body when lifting and lowering.

For easier access, remove or lower the sides of the receptacle.

Add extra handles for better grip and control.

Section 1. Easier Ways to Manually Lift, Lower, Fill, or Empty Containers

Support the container on or against a ﬁxed object, rack, or

stand while pouring the contents.

Use a removable plate or a work surface to support the container

while pouring the contents into the receptacle.

Use a screen over the opening to support the sack. Pour the

contents through the screen.

Improvement Options

Use a cutout work surface so that you can get

closer to the container.

Use a pail tipper.

Manual pail tippers are available

for 1-, 2-, and 5-gallon containers.

Section 2

Easier Ways to Manually Carry Containers

Consider the following options that will:

• Improve your grip.

•

Reduce stress on your back and shoulders.

•

Reduce contact pressure on your shoulders and hands.

•

Reduce the effort and force needed to perform

work tasks.

Management Guidelines for Safer Carrying

• Plan the workﬂow to eliminate unnecessary carrying.

• Slide, push, or roll instead of carrying, when appropriate.

• Organize the work so that the physical demands and work pace increase gradually.

• Reduce the distances that loads are moved to a minimum. If long trips are required, use equipment.

• For loads that are unstable and/or heavy:

Tag the load to alert workers.

Test the load for stability and weight before carrying the load.

Use mechanical devices or equipment to carry or move the load.

Reduce the weight of the load by:

Putting fewer things in the container.

Using smaller and/or lighter weight containers.

Dividing the load between two containers and carrying one in each hand.

Repack the containers so contents will not shift and the weight is balanced.

Use team carrying as a temporary measure for heavy or bulky objects.

•

Reduce the frequency and amount of time workers carry materials by:

Rotating workers in carrying tasks with other workers in non-carrying tasks.

Having workers alternate carrying tasks with non-carrying tasks.

Employee Guidelines for Safer Carrying

•

The use of stretching is appropriate as part of a comprehensive ergonomic program.

Stretching must not be used in place of engineering and/or administrative improvements.

•

Check for tags on loads.

•

Before carrying, always test the load for stability and weight.

•

For long trips or loads that are unstable and/or heavy, follow management guidelines for:

- Equipment use.

Reducing the weight of the load.

Repacking containers to increase stability.

• Plan before carrying:

- Wear appropriate shoes to avoid slips, trips or falls.

If you wear gloves choose the size that ﬁts properly. Depending on the material the gloves

are made of and the number of pairs worn at once, more force may be needed to grasp and

hold objects. For example, wearing a single pair of heat resistant gloves can reduce your

grip strength up to 40 percent. Wearing two or more pairs of gloves at once can reduce

your grip strength up to 60 percent.

Avoid carrying large or bulky loads that limit or obstruct your vision.

Slide, push, or roll instead of carrying when appropriate.

When there is a choice, push instead of pull.

Carry only as much as you can safely handle by yourself.

Try to avoid slopes, stairs, or other obstacles that make carrying materials more difﬁcult.

Beware of and try to avoid slippery ﬂoors (e.g., liquids, ice, oil, and ﬁ ne powders).

Use extra caution when moving loads that may be unstable.

• When carrying:

- Keep loads close to your body.

Make sure you have a clear view of the path.

When carrying containers with one hand, alternate hands.

Whenever appropriate, use two hands to carry containers.

Alternate heavy or forceful exertion tasks with less physically demanding tasks.

Take rest breaks.

Improvement Options

Redesign the container so it has handles, grips, or handholds.

Hold the container close to the body.

Don’t carry more than you can handle.To reduce the weight of the

load, use a smaller container.

Section 2. Easier Ways to Manually Carry Containers

Wear proper size gloves that ﬁt. Gloves with rubber dots on the

surface can increase grip stability on slippery surfaces.

Caution:

Be aware

that gloves

can reduce

your grip

strength up

to 60 percent

depending on

the material

they are

made of and

how many

pairs you

wear at once.

Increase the size of the bucket or pail handle

with padding or a clamp-on handle.

Get co-worker assistance when necessary. Discuss your plan so you

don’t have surprise movements.

Improvement Options

Use equipment

to carry materials

whenever possible.

If you must manually

carry materials on

your shoulder, reduce

the weight of the

load and use a pad to

provide a cushion.

Pad the shoulder. Support the container on one shoulder and

alternate between shoulders.

Pinch grips involve

grasping items with

the thumb and the

tips of the other

ﬁngers. Power grips

involve grasping

items by wrapping all

the ﬁ ngers around

an object.When

grasping objects

(e.g., handles) with a

diameter of 1.25 – 2

inches and a straight

wrist, power grips

can provide up to

75% more strength

compared with

pinch grips.

Use a tool.

This pot lifter makes carrying pots and other cylindrical

containers easier. It replaces a pinch grip with a

power grip and a straight wrist. It also allows for an

upright posture (see Appendix E, page 64, University of

California Agricultural Ergonomics Research Center,

UC Davis).

Section 3

Alternatives to Manual Handling of

Individual Containers

• Change the container .

• Use a tool.

•

Use non-powered equipment.

•

Use powered equipment.

Guidelines for Equipment Use

Equipment

•

Know your load and buy equipment of appropriate capacity. Remember, lighter-weight

equipment is easier to move.

•

Choose equipment appropriate for the material(s) being handled, the layout and design of your

workplace, and the work tasks being performed (see Appendix B).

•

Consider using powered equipment —rather than non-powered— when pushing and pulling

forces are excessive (see Appendix C, Snook’s Psychophysical Tables).

•

If available, select equipment with vertical handles so workers’ hands can be in their

power zone.

•

Choose wheeled equipment which minimizes start forces (inertia) and reduces rolling

resistance. The amount of force required to move loads with wheeled equipment depends on a

number of factors including the:

Weight and shape of the load

Type and condition of the ﬂoor surface (e.g., smoothness, density, and other factors)

Route taken (e.g., slopes, obstacles, and other factors)

Type of wheels (i.e., the materials they are made of)

Size of wheels (larger wheels a minimum of 6 inches in diameter move more easily over

holes, bumps, and ﬂ oor irregularities)

Maintenance of wheels; it is important to clean, lubricate, and/or replace wheels on a

regular basis.

•

Ground all electrically operated equipment

•

Make sure equipment alarms and warning devices are audible and working properly.

•

Inspect and maintain equipment according to manufacturers’ recommendations.

•

Follow all manufacturers’ recommendations for proper equipment use.

Work Environment

•

Clear the aisles and doorways for safe passage and maneuvering of equipment.

•

Set barriers that prevent employees from coming close to or beneath supported or

moving loads.

•

In tight spaces, use equipment with four swivel casters or wheels. Loads are easier to

turn and control.

Work Practices

•

Train employees on proper equipment use and appropriate work practices.

•

Push and pull equipment with the entire body instead of with just the arms and shoulders.

•

When pushing or pulling use both hands when feasible.

•

To move heavy loads over long distances, either reduce the load or use powered equipment.

•

Inspect pallets before loading or moving them.

Section 3. Alternatives to Manual Handling of Individual Containers

Change the container

Instead of lifting and pouring from the drum, insert a siphon or

a pump.

Caution: To prevent cross-contamination, chemical

incompatibility, and ﬂammability hazards, do not interchange

pumps or siphons among different containers.

Increase the size of the container or the weight of the load so that it

is too large to handle manually.

Improvement Options

Use a tool

Use a hook for light-weight containers to reduce your reach.

Use non-powered equipment

Use a drum dolly.

The drum must be set down

into this dolly.

This drum dolly lifts

and transports drums.

Section 3. Alternatives to Manual Handling of Individual Containers

Use a cart or platform truck.

A hand cart can have multiple

shelves for moving a variety of

containers at one time.

This six-wheel platform truck

is easy to maneuver and will turn

in its own length.

This three-wheel cart transports

but does not lift drums.

Two-wheel carts work well for

loads up to about 300 pounds.

Use a portable scissors lift.

This scissors lift has a

foot pump to raise or

lower the platform so

the containers can be

slid on or off.

Use non-powered equipment

Improvement Options

Use a hand truck.

This specialty hand truck with brakes

will allow more control when heavy

loads are on inclines.

Another type of hand truck

converts to four wheels for

moving unstable loads.

Use non-powered equipment

Hand trucks can be

ﬁtted with trays to

carry bottles.

Two-wheel hand trucks work

well for transporting bottles or

cylinders over short distances.

Some hand trucks are

specially designed for

transporting cylinders.

This hand truck has

an additional handle

to provide better

directional control.

This hand truck ﬁ tted with retractable rear wheels converts into a ﬂatbed cart.

Section 3. Alternatives to Manual Handling of Individual Containers

Use a conveyor, slide, or chute.

Design a conveyor system that

delivers the container directly

into position for loading.

Use slides or chutes to do the work

if containers are always moving in

one direction.

Use spiral conveyors

or chutes where space

is limited.

Small containers and

lightweight loads can

be handled by gravity

conveyors.

Gravity-activated conveyors

work well for short,

downhill runs.

A curved skate-wheel

conveyor moves containers

around corners. It is

activated by gravity.

Skate-wheel conveyors can

be easily set up wherever

needed and work well for

light loads.

Floor-mounted roller

conveyors can handle heavier

pallet loads.

An expandable skate-wheel

conveyor is portable and

excellent where work needs to

have a ﬂexible layout.

Use non-powered equipment

Improvement Options

Use a hand pallet truck.

Non-powered hand

pallet trucks are useful

for moving loads

over short distances

when low forces are

required. For moving

heavy loads requiring

high forces over

long distances it is

advantageous to use

powered pallet trucks.

Use non-powered equipment

When using hand pallet trucks, be sure

the ﬂoor is smooth and free of debris.

For unstable pallet loads, wrap

straps around the load.

Use a portable hoist or crane.

A portable hoist or “cherry

picker” is manually operated.

It is convenient for occasional

spot-lifting of heavy loads.

Portable gantry cranes are

adjustable in height. They can be

ﬁtted with manual, electric, or

pneumatic hoists for moving heavy

loads over short distances.

Section 3. Alternatives to Manual Handling of Individual Containers

Use powered equipment

Use a stacker.

This stacker is well suited for

moving loads up to 3,000 pounds

for short distances.

This stacker is ﬁtted with a special

drum-handling attachment.

Stackers can be ﬁtted

with specially shaped

forks to handle round or

cylindrical containers.

Use a powered hand truck.

This is a powered two-wheel hand truck

designed for climbing stairs.

Use powered equipment

Improvement Options

Use an airball table.

An airball table makes it easier to slide

containers, thereby reducing workers’ efforts.

Use a forklift.

A forklift moves

pallets long distances.

Special attachments are available

for removing cartons layer by layer.

Use powered equipment

Section 3. Alternatives to Manual Handling of Individual Containers

Use a crane.

A portable gantry

crane ﬁtted with an

electric hoist

A workstation crane

ﬁtted with a balancer

and a vacuum lifter

for handling large or

heavy containers

A jib crane ﬁtted with

an electric hoist and a

lifting tong

Use powered equipment

Use a pallet truck.

Improvement Options

Use a lifter.

A manually propelled load

lifter carries containers.

The power lift raises and

lowers containers to the

appropriate work height.

A drum lifter/rotator can

lay the drum on its side.

Add a spigot to the drum to

empty its contents.

Some vacuum lifters

have two handles

and work best for lifts

performed below

mid-chest height within

the power zone.

Vacuum lifters can handle

sacks and bags that are

hard to grip by hand.

Vacuum lifters make

the handling of large or

heavy containers easier.

Section 3. Alternatives to Manual Handling of Individual Containers

Use a carousel.

Vertical carousels rotate and present items on shelves or

roll out drawers within the worker’s power zone.

Horizontal carousels rotate and

bring items to the worker, eliminating

walking and carrying loads.

Use powered equipment

Improvement Options

Use a tilter.

Industrial tilters can

improve access to large

containers and make

handling of materials

easier. They can tilt up to

110

, but angles to 45

are

most common.

Some industrial tilters

can also elevate so that

containers or materials

being handled are within

the worker’s power zone.

Resources

Appendix A Administrative Improvements

Administrative improvements include changing work practices or the way work

is organized. Administrative improvements require continual monitoring by

management and employee feedback to make sure the improvements are effective.

Provide variety in jobs

There are a couple of ways to increase variety in jobs. Job rotation means rotating

employees through different jobs. Job enlargement means increasing the variety by

combining two or more jobs or adding tasks to a particular job. To be effective, both

improvements rely on changing jobs and tasks so that they differ in the:

• Muscles or body parts used

• Working postures

• Amount of repetition

• Pace of work

• Amount of physical exertion required

• Visual and mental demands

• Environmental conditions

Adjust work schedules and work pace

New workers who are not used to the physical demands of the job or those returning

from long absences should be gradually introduced to a normal work pace and

workload like an athlete in spring training.

Provide recovery time

Recovery periods (i.e., muscle relaxation periods) can help prevent fatigue and injury

to muscles. Several short breaks can reduce the frequency and duration of physically

demanding activities. Ask employees for their ideas for the best rotation or break

schedules to reduce the physical demands of their jobs. Their suggestions can help

you integrate the physical demands of jobs with the environmental and organizational

demands of the workplace.

Appendix A. Administrative Improvements

Modify work practices

Pay close attention to how the work is being performed. Employees should be

encouraged to be comfortable, change positions, and stretch during work periods.

The human body is stronger, more efﬁcient, and less prone to injury when work is

performed in midrange postures and within the power zone.

Midrange postures mean postures in which the joints of the neck, back, legs, arms,

and wrists are not bent in extreme positions. The power zone is above the knees,

below the shoulders, and close to the body. The principle of the power zone is that

in this area workers have the greatest power to perform heavier work tasks with less

bending, stooping, or reaching.

Resources

Appendix B Assessment Tools

NIOSH Manual Material Handling (MMH) Checklist

http://www.cdc.gov/niosh/docs/97-117/eptbtr5f.html

This checklist is not designed to be a comprehensive risk assessment technique but

rather as a tool to quickly identify potential problem jobs. Additional risk factors may

exist that are not accounted for in this checklist. It is common practice to follow up

checklist observations with more precise techniques to conﬁrm problem risk factors.

“No” responses indicate potential problem areas that should be investigated further.

1. Are the weights of loads to be lifted judged acceptable by the workforce? yes no

2. Are materials moved over minimum distances? yes no

3. Is the distance between the object load and the body minimized? yes no

4. Are walking surfaces level? yes no

wide enough? yes no

clean and dry? yes no

5. Are objects easy to grasp? yes no

stable? yes no

able to be held without slipping? yes no

6. Are there handholds on these objects? yes no

7. When required, do gloves ﬁt properly? yes no

8. Is the proper footwear worn? yes no

9. Is there enough room to maneuver? yes no

10. Are mechanical aids used whenever possible? yes no

11. Are working surfaces adjustable to the best handling heights? yes no

12. Does material handling avoid: yes no

movements below knuckle height and above shoulder height? yes no

static muscle loading? yes no

sudden movements during handling? yes no

twisting at the waist? yes no

extended reaching? yes no

13. Is help available for heavy or awkward lifts? yes no

14. Are high rates of repetition avoided by job rotation? yes no

self-pacing? yes no

sufﬁcient pauses? yes no

15. Are pushing or pulling forces reduced or eliminated? yes no

16. Does the employee have an unobstructed view of handling the task? yes no

17. Is there a preventive maintenance program for equipment? yes no

18. Are workers trained in correct handling and lifting procedures? yes no

Appendix B. Assessment Tools

Hazard Evaluation Checklist for Lifting, Carrying, Pushing, or Pulling

This checklist is not designed to be a comprehensive risk assessment technique but

rather as a tool to quickly identify potential problem jobs. Additional risk factors may

exist that are not accounted for in this checklist. It is common practice to follow up

checklist observations with more precise techniques to conﬁrm problem risk factors.

“Yes” responses are indicative of conditions that pose a risk of developing low back pain.

The larger the percentage of “Yes” responses that are noted, the greater the possible risk.

Risk Factors

YES

1. General

1.1 Does the load handled exceed 50 lb.?

1.2 Is the object difﬁcult to bring close to the body because of its size, bulk, or shape?

1.3 Is the load hard to handle because it lacks handles or cutouts for handles, or does

it have slippery surfaces or sharp edges?

1.4 Is the footing unsafe? For example, are the ﬂoors slippery, inclined, or uneven?

1.5 Does the task require fast movement, such as throwing, swinging, or rapid walking?

1.6 Does the task require stressful body postures, such as stooping to the ﬂ oor,

twisting, reaching overhead, or excessive lateral bending?

1.7 Is most of the load handled by only one hand, arm, or shoulder?

1.8 Does the task require working in extreme temperatures, with noise, vibration,

poor lighting, or airborne contaminants?

1.9 Does the task require working in a conﬁ ned area?

2. Speciﬁc

2.1 Does lifting frequency exceed 5 lifts per minute?

2.2 Does the vertical lifting distance exceed 3 feet?

2.3 Do carries last longer than 1 minute?

2.4 Do tasks that require large sustained pushing or pulling forces

exceed 30 seconds duration?

2.5 Do extended reach static holding tasks exceed 1 minute?

Source: T. R. Waters, “Manual Materials Handling”, in: Physical and Biological Hazards of the

Workplace (Second edition). Edited by P. Wald and G. Stave. New York: John Wiley and Sons, 2002.

Resources

Ergonomics Awareness Worksheet

The purpose of the worksheet is to increase basic awareness of potential problems

associated with jobs and tasks. This awareness can help provide clues on how to make

effective improvements.

Job Title: Job Location:

Name of Employee:

Name of Observer: Date:

Risk Factors Other Clues

Reasons for Problems

Task 1:

Task 2:

Appendix B. Assessment Tools

Risk Factors Other Clues

Reasons for Problems

Task 3:

Task 4:

Task 5:

Adapted from Easy Ergonomics: A Practical Approach for Improving the Workplace. Sacramento:

California Department of Industrial Relations, Cal/OSHA Consultation Service, Research and

Education Unit, 1999.

Resources

Ergonomics Checklist — Material Handling

The checklist presented below is from the book Kodak’s Ergonomic Design for People at

Work (adapted from material developed by the Chemical Manufacturers Association). It

helps users to identify any job risk factors that may be present in the job. This checklist is

applicable to jobs requiring the routine handling of objects of 10 pounds or more.

Job/Task: Dept: Date: Analyst:

Before After (Controls Implemented)

Directions: Review each condition for the job/task of interest and for each condition that frequently occurs,

place an X in the “Concern” column as appropriate.Add comments as appropriate.

Condition

X if a

Concern

Comments

REPETITION

High-speed process line or work

presentation rates

Similar motions every few seconds

Observed signs of fatigue

WORKSTATION DESIGN

Work surface too high or low

Location of materials promotes reaching

Angle/orientation of containers promotes

non-neutral positions

Spacing between adjacent transfer surfaces

promotes twisting

Obstructions prevent direct access to

load/unload points

Obstacles on ﬂoor prevent a clear

path of travel

Floor surfaces are uneven, slippery, or sloping

Hoists or other power lifting devices are

needed but not available

Appendix B. Assessment Tools

Condition

X if a

Concern

Comments

LIFTING AND LOWERING

Heavy objects need to be handled

Handling bulky or difﬁ cult-to-grasp objects

Handling above the shoulders or below the knees

Lifting to the side or unbalanced lifting

Placing objects accurately/precisely

Sudden, jerky movements during handling

One-handed lifting

Long-duration exertions (static work)

PUSHING/PULLING/CARRYING

Forceful pushing/pulling of carts or

equipment required

Brakes for stopping hand carts/handling aids

are needed but not available

Carts or equipment design promotes non-

neutral postures

Long-distance carrying (carts not available)

CONTAINERS/MATERIALS

Lack adequate handles or gripping surfaces

Are unbalanced, unstable, or contents shift

Obstructs leg movement when being carried

OTHER

Inappropriate work techniques used

Buildup of process material /product

increases worker effort

Personal protective equipment needed but

not available/used

TOTAL SCORE (Optional)

To score, add up the total

number of Xs identiﬁed.

Resources

Appendix C Analysis Methods

The following methods are comprehensive tools designed to provide a detailed

analysis of various types of manual material handling tasks. They can be used to

evaluate lifting, lowering, pushing, pulling, carrying, and other activities.

NIOSH Lifting Equation

The NIOSH Lifting Equation is a tool used to evaluate manual lifting tasks. This

equation allows the user to insert the exact conditions of the lift (e.g., height, distance

lifted, weight, position of weight relative to body, etc.). This equation accounts for

asymmetrical lifts and objects that are difﬁ cult to grasp.

http://www.cdc.gov/niosh/94-110.html

ACGIH Threshold Limit Values (TLVs) for Lifting

The American Conference of Governmental Industrial Hygienists (ACGIH)

recommends guidelines for safe lifting. The Threshold Limit Values (TLVs) for lifting

recommend upper and lower limits based upon frequency, duration, and other risk

factors associated with lifting.

The following ACGIH Publications may be helpful:

TLVs and BEIs (#0106)

Lifting: TLV Physical Agents (7th Edition) Documentation (#7DOC-734)

To purchase publications, go to www.acgih.org/store or call (513) 742-2020.

University of Michigan 3D Static Strength Prediction Program

3D Static Strength Prediction Program software predicts static strength requirements

for tasks such as lifts, presses, pushes, and pulls. The program provides an

approximate job simulation that includes posture data, force parameters, and male/

female anthropometry. The results include the percentage of men and women who

have the strength to perform the described job, spinal compression forces, and data

comparisons to NIOSH guidelines. The user can analyze torso twists and bends

and make complex hand force entries. Analysis is aided by an automatic posture

generation feature and three-dimensional human graphic illustrations.

http://www.engin.umich.edu/dept/ioe/3DSSPP/

Appendix C. Analysis Methods

Ohio State Lumbar Motion Monitor

Traditionally, most workplace ergonomic assessments have focused on joint loading

in static postures. However, epidemiologic studies have shown that three-dimensional

dynamic motion is associated with an increased risk of occupational injury and

illness. The Biodynamics Lab has developed a unique research program that focuses

on the study of occupational joint loading under realistic dynamic motion conditions.

The program’s goal is to obtain a better understanding of how much exposure to

realistic risk factors is too much.

http://biodynamics.osu.edu/research.html

Snook’s Psychophysical Tables

These tables are based on psychophysical data and provide the maximum acceptable

weights and forces for various common tasks including lifting and lowering weights,

pulling and pushing forces, and carrying objects. Values are given for different lift

heights, number of lifts per minute, and percentiles of male and female populations

capable of the task.

S. H. Snook, and V. M. Ciriello. “The Design of Manual Handling Tasks: Revised Tables

of Maximum Acceptable Weights and Forces.” Ergonomics 34(9): 1197–1213 (1991).

http://libertymmhtables.libertymutual.com/CM_LMTablesWeb/taskSelection.do?

action=initTaskSelection

NIOSH Publications on Ergonomics and

Musculoskeletal Disorders (MSDs)

NIOSH offers many types of publications including:

General ergonomics manuals

Industry or operation-speciﬁ c manuals

Ergonomics texts

http://www.cdc.gov/niosh/topics/ergonomics/

Resources

Appendix D Improvement Evaluation “Tool”

As you evaluate possible improvement options, keep in mind the requirements that

are most important in your particular workplace. Then, ask the following general

questions for each improvement option under consideration:

Will this improvement:

• Reduce or eliminate most or all of the identiﬁed risk factors?

• Add any new risk factors that have not been previously identiﬁed?

• Be affordable for our organization (e.g., is there a simpler, less expensive

alternative that could be equally effective)?

• Affect productivity or efﬁciency?

• Affect product or service quality?

• Provide a temporary or permanent “ﬁx”?

• Be accepted by employees?

• Affect employee morale?

• Be able to be fully implemented (including training) in a reasonable amount of time?

• Affect the rate of pay or any collective bargaining agreements?

If you are thinking about new equipment for handling material, additional questions

need to be answered. An evaluation will help to ensure that you choose the most

appropriate piece of equipment to improve the “ﬁt” between the task and the worker.

For each improvement option under consideration, ask yourself if this particular piece

of equipment will:

•

Reach far enough to cover the work area?

•

Handle the weight and shape of the product?

•

Re-orient the load as needed for production (e.g., to empty or pour contents)?

•

Be easy to load or unload?

•

Require much force or energy to push it, steer it around corners, or stop it

at the destination?

•

Be heavy or large?

•

Handle the load in a safe and controlled manner? Is the load held securely and is

it well balanced? Will cables or chains allow too much movement compared with

rigid links?

•

Allow an adequate ﬁeld of view for the operator?

•

Slow workers down too much to meet production requirements?

•

Interface with existing equipment and structures? Will weight-bearing columns,

shelving, or other structures block the movement of the equipment?

•

Need an additional power supply beyond what is currently in place?

Appendix E. Organizations

Appendix E Organizations

The following organizations may provide additional information on material handling

equipment and work practices.

American National Standards Institute (ANSI)

ANSI coordinates the U.S. voluntary consensus standards system, approves American

National Standards, and is the sole U.S. representative and dues-paying member of

the International Organization for Standardization and the IEC.

www.ansi.org

American Production and Inventory Control Society (APICS)

APICS — The Educational Society for Resource Management is a not-for-proﬁt

international educational organization that offers education and professional

certiﬁ cation programs.

www.apics.org

American Society of Mechanical Engineers (ASME)

ASME membership includes opportunities to share new concepts, spearhead solutions,

and advance the science and practice of mechanical engineering through the programs

of its 36 technical divisions and four institutes. ASME International is a nonproﬁt

educational and technical organization serving a worldwide membership of 125,000.

www.asme.org

Association of Professional Material Handling Consultants (APMHC)

APMHC is a professional society composed of individual consultants in the

material-handling ﬁeld.

www.mhia.org/PS/PS_APMHC_WhatIsAPMHC.cfm

The Automated Material Handling Systems Association

For over 27 years, the Automated Materials Handling Systems Association (formerly

Automated Storage Retrieval Systems/Automatic Guided Vehicle Systems Users’

Association) has promoted the sharing of knowledge and experience among

its members, both users and vendors, to provide proven solutions to common

warehousing/automation problems.

www.amhsa.co.uk

College-Industry Council on Materials Handling Education (CICMHE)

The council provides information, teaching materials, and various events in support

of education and research on material handling.

www.mhia.org/et/ET_MHI_CICMHE_Home.cfm

Conveyor Equipment Manufacturers Association (CEMA)

CEMA’s purpose is to promote voluntary standardization of conveyor design,

manufacture, and application.

www.cemanet.org

Resources

Council of Supply Chain Management Professionals (CSCMP)

Council of Supply Chain Management Professionals seeks to enhance the development

of the logistics profession by providing information and educational opportunities.

www.cscmp.org

Darcor and Ergoweb ® Ergonomic White Paper

The Ergonomics of Manual Material Handling - Pushing and Pulling Tasks

www.darcor.com/library_wp.htm

Fédération Européenne de la Manutention (FEM)

FEM is the European manufacturers association of materials handling and lifting and

storage equipment. It represents the technical, economic, and political interests of

the industry. FEM serves technical progress and improves safety at work through the

establishment of guidelines and business codes.

www.fem-eur.com

Industrial Truck Association (ITA)

ITA’s site includes directory of members’ products by truck class, information on vendor-

sponsored operator training programs, data on standards for trucks and parts, events of the

lift-truck industry, annual statistics on U.S. shipments of industrial trucks, and more.

www.indtrk.org

Institute of Industrial Engineers (IIE)

The IIE is a professional society dedicated to advancing the technical and managerial

excellence of those concerned with improving the productivity of integrated systems

of people, materials, information, equipment, and energy. The IIE serves the

professional needs of industrial engineers and all individuals involved with improving

quality and productivity.

www.iienet.org

International Warehouse Logistics Association (IWLA)

The IWLA is the uniﬁed voice of the global logistics outsourcing industry,

representing third-party warehousing, transportation, and logistics service providers.

www.iwla.com

Material Handling Equipment Distributors Association (MHEDA)

The Material Handling Equipment Distributors Association (MHEDA) is the only

trade association dedicated solely to improving the proﬁciency of the independent

material-handling equipment distributor.

www.mheda.org

Material Handling Industry of America (MHIA)

The MHIA is the nonproﬁt umbrella organization overseeing its two membership

divisions: The Material Handling Institute (MHI) and the Material Handling Industry

of America (MHIA). This vendor association’s site includes a directory of MHIA

members and its products as well as information on available literature.

Appendix E. Organizations

The Material Handling Institute is the educational wing of the MHIA.

www.mhia.org

The following are product sections or councils within the MHIA:

Automated Storage/Retrieval Systems (AS/RS)

www.mhia.org/ASRS

Automatic Guided Vehicle Systems (AGVS)

www.mhia.org/AGVS

Conveyor Product Section (CPS)

www.mhia.org/CPS

Crane Manufacturers Association of America, Inc. (CMAA)

www.mhia.org/CMAA

Ergonomic Assist Systems and Equpment (EASE)

www.mhia.org/EASE

Hoist Manufacturers Institute (HMI)

www.mhia.org/HMI

Institute of Caster Manufacturers (ICWM)

www.mhia.org/ICWM

Integrated Systems & Controls Council (ICS)

www.mhia.org/ICS

Lift Manufacturers Product Section (LMPS)

www.mhia.org/LMPS

Loading Dock Equipment Manufacturers (LODEM)

www.mhia.org/LODEM

Monorail Manufacturers Association, Inc. (MMA)

www.mhia.org/MMA

Order Fulﬁllment Council (OFC)

www.mhia.org/OFC

Reusable Plastic Container and Pallet Association (RPCPA)

www.mhia.org/RPCPA

Storage Equipment Manufacturers Association (SMA)

www.mhia.org/SMA

Materials Handling & Management Society (MHMS)

The MHMS is an individual membership organization for the materials-handling

practitioner and the materials-handling community.

www.mhia.org/PS/PS_MHMS_Home.cfm

National Association of Manufacturers (NAM)

The NAM is the nation’s largest industrial trade association, representing small and

large manufacturers in every industrial sector and in all 50 states.

www.nam.org

Resources

National Wooden Pallet & Container Association (NWPCA)

The NWPCA is dedicated to the success of its members by helping them create cost-

effective, environmentally responsible solutions to meet their customers’ changing

unit load handling needs.

www.nwpca.com

Packaging Machinery Manufacturing Institute (PMMI)

The PMMI is a resource for packaging. PMMI’s mission states that it is committed to

improving, leading, and unifying all segments of the packaging industry worldwide.

www.pmmi.org

Robotics Industries Association (RIA)

The RIA is North America’s only trade association focused exclusively on robotics.

More than 250 member companies represent leading robot manufacturers, system

integrators, end users, and researchers.

www.robotics.org

Society of Manufacturing Engineers (SME)

The Society of Manufacturing Engineers is a nonproﬁt, professional society dedicated to

the advancement of scientiﬁc knowledge in the ﬁeld of manufacturing engineering. SME

is a professional society serving the manufacturing industries. SME has some 60,000

members in 70 countries and supports a network of hundreds of chapters worldwide.

www.sme.org

Supply-Chain Council (SCC)

The Supply-Chain Council’s membership is primarily practitioners representing a broad

cross-section of industries, including manufacturers, services, distributors, and retailers.

www.supply-chain.org

University of California Agricultural Ergonomics Research Center, UC Davis

This center’s mission is to understand and apply ergonomic approaches to the

development and evaluation of equipment designs and work practices that prevent

musculoskeletal disorders in agricultural work.

The “pot lifter” was developed to lift and carry pots and other cylindrical containers.

For detailed information on this device, go to http://ag-ergo.ucdavis.edu

Click on:

• Help for Industry

• Other resources for industry

• Tip Sheet 001:Nursery Lifting Tool (English and Spanish)

Warehousing Education and Research Council (WERC)

The Warehousing Education and Research Council (WERC) is the professional

association for those in warehousing and distribution. WERC is a not-for-proﬁt

organization with more than 4,000 individual members.

www.werc.org

Acknowledgments

Writers and Editors

Zin Cheung, MS, CIE - Cal/OSHA Consultation Service - Sacramento, CA

Mario Feletto, MS, MPH - Cal/OSHA Consultation Service - Sacramento, CA

Jim Galante - EASE Council - Charlotte, NC

Tom Waters, PhD, CPE - NIOSH - Cincinnati, OH

Page Layout and Design

Jitan Patel - Cal/OSHA Consultation Service - Sacramento, CA

Photographers and Image Editors

Zin Cheung, MS, CIE - Cal/OSHA Consultation Service - Sacramento, CA

Rick Hight - Cal/OSHA Consultation Service - Sacramento, CA

Ken Jackson - Link One LLC - Sacramento, CA

Jitan Patel - Cal/OSHA Consultation Service - Sacramento, CA

Fran Wagner, MS, CIE - Link One LLC - Sacramento, CA

Editor

Faye Ong - CDE Press, California Department of Education - Sacramento, CA

Ergonomics Consultants

Suzanne H. Rodgers, PhD - Consultant in Ergonomics - Rochester, NY

Fran Wagner, MS, CIE - Link One LLC - Sacramento, CA

Editorial and Technical Reviewers

Dave C. Bare, CIH - Cal/OSHA Consultation Service - Sacramento, CA

David Brodie, MS, CPE - Atlas Ergonomics - Grand Haven, MI

Paul R. Burnett - Santa Clara Valley Water District - San Jose, CA

Fadi Fathallah, PhD - University of California - Davis, CA

Sean Gallagher, PhD, CPE - NIOSH - Pittsburgh, PA

Daniel J. Habes, MSE, CPE - NIOSH - Cincinnati, OH

John Howard, MD, MPH, JD, LL.M - NIOSH - Washington, DC

Ira Janowitz, PT, CPE - University of California - Berkeley, CA

Brian Roberts, C.S.P., CIE - CNA Insurance - Chicago, IL

Kristy Schultz, MS, CIE - State Compensation Insurance Fund - Sacramento, CA

Steve Smith, CIH - Division of Occupational Safety & Health - Sacramento, CA

Len Welsh, MS, JD - Division of Occupational Safety & Health - Sacramento, CA

Contributors

We thank the following people and organizations for their support and assistance in

the development of this publication:

Denny Albrecht - BMH Equipment, Inc. - Sacramento, CA

Jim Borman - Signode Western Operations - Pittsburg, CA

Delia Deas - Tropicana - City of Industry, CA

Linda Donavon - Eagle Group - Clayton, DE

Ken Fletcher - Blue Diamond Growers - Sacramento, CA

Herman Jett - Cal/OSHA Consultation Service - Santa Fe Springs, CA

Mike Kelly - Calgene - Davis, CA

Ken King - SPC Industrial - Holly, MI

Rory Manley - General Pool and Spa - Rancho Cordova, CA

Etta Mason - Southern California Edison - Westminster, CA

Brad McCroskey - Triple A Containers - Cerritos, CA

Edward D. Page - Ofﬁce of State Publishing - Sacramento, CA

Iraj Pourmehraban - Cal/OSHA Consultation Service, VPP - Oakland, CA

Fred Sibley - Natural Stone - Sacramento, CA

We thank the following companies for contributing to the development of this publication:

Acco Material Handling Solutions - York, PA

Accu-Sort Systems, Inc. - Tefford, PA

Advance Lifts Inc. - St. Charles, IL

American Lifts - Greensburg, IN

Autoquip Corporation - Guthrie, OK

Best Diversiﬁed Products, Inc. - Jonesboro, AR

Bishamon Industries Corporation - Ontario, CA

Bushman Equipment, Inc. - Butler, WI

Cofﬁng Hoists - Charlotte, NC

Columbus McKinnon Corporation - Amherst, NY

Dalfuku America - Salt Lake City, UT

Dalmec, Inc. - Bloomingdale, IL

DC Velocity Magazine -Barrington, IL

Demag Cranes & Components Corporation - Solon, OH

Dematic Corp. - Grand Rapids, MI

Diamond Phoenix Corporation - Lewiston, ME

ECOA Industrial Products, Inc. - Hialeah, FL

Excel Storage Products - East Stroudsburg, PA

FKI Logistex Inc. - Saint Louis, MO

Gorbel Inc. - Fishers, NY

HK Systems - Milwaukee, WI

Hytrol Conveyor Company, Inc. - Jonesboro, AR

Ingersoll-Rand Company - Annandale, NJ

Intellegrated, Inc. - Mason, OH

Interlake Material Handling, Inc. - Naperville, IL

Interroll Corporation - Wilmington, NC

J&L Wire Products, Inc. - St. Paul, MN

Kingway Material Handling - Acworth, GA

Konecranes America, Inc. - Houston, TX

Lockheed Martin - Owego, NY

Lodi Metal Tech, Inc. - Lodi, CA

Material Handling Management Magazine - Cleveland, OH

Mecalux USA, Inc. - Melrose Park, IL

MegaStar Systems - Marietta, OH

Modern Materials Handling Magazine - Waltham, MA

Nashville Wire Products Manufacturing Co, Inc. - Nashville, TN

Pentalift Equipment Corporation - Buffalo, NY

Pﬂow Industries - Milwaukee, WI

Positech Corporation - Laurens, IA

Prest Rack, Inc. - Brookings, SD

Remstar International, Inc. - Westbrook, ME

Ridg-U-Rak, Inc. - North East, PA

Rite-Hite Corporation - Milwaukee, WI

S.I.T. Indeva, Inc. - Charlotte, NC

Serco - Carrollton, TX

Southworth International Group, Inc. - Portland, ME

SpaceRak, Division of Tarpon - Marysville, MI

Spanco, Inc. - Morgantown, PA

Speedrack Products Group, Ltd. - Sparta, MI

Steel King Industries, Inc. - Stevens Point, WI

Torbeck Industries - Harrison, OH

Unarco Material Handling - Springﬁ eld, TN

Unex Manufacturing, Inc. - Jackson, NJ

Vertical Systems International, LLC - Walton, KY

West Bend Division of Bushman Equipment, Inc. - Butler, WI

Wildeck, Inc. - Waukesha, WI

Yale Lift-Tech - Muskegon, MI

Cal/OSHA Consultation Programs

Toll-free number: 1-800-963-9424 Internet: www.dir.ca.gov

On-site Assistance Program

Area Ofﬁces

Northern California

2424 Arden Way, Suite 410

Sacramento, CA 95825

(916) 263-0704

Central Valley

1901 North Gateway Blvd., Suite 102

Fresno, CA 93727

(559) 454-1295

San Francisco Bay Area

1515 Clay St., Suite 1103

Oakland, CA 94612

(510) 622-2891

San Bernardino/Orange

464 West 4th St., Suite 339

San Bernardino, CA 92401

(909) 383-4567

San Fernando Valley

6150 Van Nuys Blvd., Suite 307

Van Nuys, CA 91401

(818) 901-5754

Los Angeles

10350 Heritage Park Dr., Suite 201

Santa Fe Springs, CA 90670

(562) 944-9366

San Diego

7575 Metropolitan Dr., Suite 204

San Diego, CA 92108

(619) 767-2060

Your call will in no way trigger an inspection by Cal/OSHA Enforcement

Voluntary Protection Program

Oakland, CA 94612

(510) 622-1081

Research and Education Unit

Sacramento, CA 95825

(916) 574-2528

DHHS (NIOSH) Publication No. 2007-131

REU April 2007

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