Initially, we tried to convince management that good ergonomics was a real production enhancement and a tool to reduce employee injuries and that it would be useful to include it as a major part of our manufacturing operation. That position was a hard sell at first, but much has changed in the intervening years. The original program was created by four downsized engineers who learned from other companies, got help from university consultants, and turned to employees to see where help was needed. These specially trained groups review injuries and inspect workstations along with engineers to recommend changes. At plants where no committee exists, an ergonomics specialist is on hand to help troubleshoot.
Employees are welcome to come up with their own ideas for ergonomic fixes.
Today, there's no question about the benefits of a strong ergonomics program at Pitney Bowes, and its role in maintaining a strong competitive advantage. According to Lewis, one recent success was a refresher course for ergonomics committee members, supervisors, and medical personnel the content was eventually shared with line workers. Lifting and reaching techniques and awareness issues were reviewed, with excellent results. The refresher course helped motivate workers to think about their risk from awkward lifts and reaches, and led to a number of employee-inspired changes to the line. One problem identified was the need for employees to reach out farther than advised to scoop up parts from a cart elevated on a lift.