Republic of the Philippines

Polytechnic University of the Philippines

College of Engineering
INDUSTRIAL ENGINEERING DEPARTMENT
NDC Compound, Sta. Mesa, Manila

Case Study 1: Small Die Cast Operation in Central Ohio

Case Study 2: Case Study of Ergonomic Interventions in

Automotive Parts Distribution Operations

Case Study 3: An Ergonomic Case Study on the Dow

Chemical Company on the use of Six Sigma Methodology

SUBMITTED BY:

Christian Berja

Ervin Bautista

Ma. Ruth Bautista

Paul Joshua Dilao

Luis Andres Villa

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Case Study 1: Small Die Cast Operation in Central Ohio

Die Casting is a metal casting process that is characterized by forcing molten

metal under high pressure into a mold. This case showed the financial benefits over

a 10 years period.

Timesaving from a pallet lift—Distribution center

Figure 1. Before and After Pallet Lift Illustration

This example from a distribution center shows how a standard pallet lift

reduced cycle time by 14– 20%, plus reduced the load on the spine by 66%.

The graph below compares lifting a series of eight boxes into the conveyor,

first with the pallet on the floor and then with the pallet lift.

Figure 2. Timesaving from a Pallet Lift

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 Quantitative evaluation shows that the average load on the spine for these

eight lifts without the pallet lift was 494.7 lbs. and with the pallet lift 166.1 lbs.

Thus, the load on the spine was 66.1% less.

The time needed to complete these eight lifts was reduced from 25.5 seconds

to 22.0 seconds, thus a savings of 13.7%. Additionally, a time study was performed

on a full pallet-load of trays, which yielded a slightly larger time savings: 6.5

minutes without the lift and about 5.2 minutes with the lift, thus a savings of about

20%.

Timesaving from a pallet lift—Machine load/unload and product packing

Overall production rates in this plant increased from 125 per hour to 250 per

hour as a result of using pallet lifts to raise materials off the floor. The following

evaluation shows details on a single packing job where the work cycle dropped 57%,

from 23.5 seconds to 10.0 seconds to pack three products. The strain on the back

simultaneously dropped 44%.

Figure 3. Before and After Pallet Lift Actual

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 Figure 4. Time Distribution Before and After Pallet Lift

Figure 5. Before and After Mechanical Flipper

Innovative mechanical flippers were added to engraving presses that

eliminated repetitive arm motions and freed the printers to perform other, more

important tasks. The idea for the mechanical flipper came by adapting a mechanism

on a large automatic press.

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 Figure 6. Before and After Arm Motions and Output per Day

Figure 7. Before and After Paper Counter

The task involved counting stacks of folio-sized paper and inserting a

slipsheet every 50th or every 100th sheet. The work involved 45,000 to 50,000

finger motions per day, mostly while working in awkward, static postures.

Figure 8. Before and After Finger Motions and Output per Day

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 Case Study 2: Case Study of Ergonomic Interventions in Automotive Parts

Distribution Operations

Motivation for Intervention

Within regional distribution centers, fast moving small parts were picked

and placed into totes for delivery to individual dealers. When a route pick was

completed, these totes left the picking area via a two-level output conveyor.

Workers had to unload the totes from the output conveyor so they could be

consolidated and packed into trucks for delivery to the dealer.

The primary ergonomic concern when pulling and lifting totes from the

carousel output conveyor occurred when employees bent forward to transfer totes

from the low level of the conveyor (vertical height of 22.9 cm). This created high

levels of biomechanical and postural strain at the lower back (see Fig. 9).

Figure 9. Picking up a tote from the low Figure 10. The new single-level
level of the carousel output conveyor was telescoping carousel output conveyor
associated with awkward trunk postures

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Description of Intervention

Biomechanical and postural strain was reduced by eliminating the low level

of the out- put carousel conveyor. An 81.3-cm high, single-level telescoping

conveyor was introduced (see Fig. 10).

Summary of Intervention Effectiveness

Low Back

Low back compression forces exceeded the NIOSH criterion of 3425 N for

lifting totes as light as 4.5 kg from the low level of the old conveyor. Compression

forces when working at the high level of the old conveyor (vertical height of 94 cm)

and the new single-level conveyor (vertical height of 81.3 cm) were below the

NIOSH threshold for all tote weights analyzed (0–22.7 kg). Significant reductions

of low back biomechanical stress occurred with the use of the new single-level

telescoping conveyor (see Table I).

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 In addition, trunk postural stresses were also reduced when workers used the

new single-level conveyor. Workers no longer bent forward to pick up totes from

the low level of the conveyor. Neutral trunk postures were observed for 96% of the

time when workers used the new single-level conveyor versus 69% of the time when

workers used the old conveyor with two levels (see Table I)

Shoulder

When lifting totes from the high level of the old conveyor (94 cm), 90% of

males had the shoulder strength capabilities to handle totes up to 15.9 kg while 75%

of females could handle loads up to 11.4 kg. The new single-level conveyor

presented totes at a height of 81.3 cm. Consequently, less shoulder elevation was

required to lift totes from the new conveyor. When lifting totes from the new

conveyor, 90% of males had the shoulder strength capability to lift totes up to 18.2

kg and 75% of females had the shoulder strength capability to lift totes up to 15.9

kg.

Implementation Hurdles/Fine Tuning

Initially a fixed length output conveyor was used. During the first week of

implementation trials, totes backed up on the conveyor and this caused a disruption

in production. A telescoping conveyor alleviated that problem.

The new single-level telescoping conveyor (vertical height of 81.3 cm) reduced the

trunk biomechanical and postural stresses and was recommended over the original

two-level conveyor. The implementation issues were solved with the use of the

adjustable length telescoping conveyor. However, the new conveyor did not address
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the ergonomic risk factors associated with other tasks that are still performed by

these workers (e.g. consolidation at floor level, pushing stacks of totes, etc.).

Discussion

The new single-level telescoping conveyor (vertical height of 81.3 cm)

reduced the trunk biomechanical and postural stresses and was recommended over

the original two-level conveyor. The implementation issues were solved with the

use of the adjustable length telescoping conveyor. However, the new conveyor did

not address the ergonomic risk factors associated with other tasks that are still

performed by these workers (e.g. consolidation at floor level, pushing stacks of

totes, etc.).

Conclusion

These case studies illustrated ergonomic job analysis that included risk

factor assessment and worker input. The iterative nature of intervention

development was discussed as well as the implementation hurdles and additional

enhancements that were still required. Despite the small number of participants and

changes in worker health status were not recorded, a substantial decrease in worker

exposure to risk factors of musculoskeletal dis- orders and a reduction in the risk of

safety-related accidents were documented.

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Case Study 3: The Dow Chemical Company's Use of the "Six Sigma"

Methodology

The Problem: Reducing Musculoskeletal Disorders

Ergonomics-related injuries, including musculoskeletal disorders (MSDs)

caused by repetitive strains, continue to be a serious problem for employers. In

2002, ergonomics-related injuries accounted for a third of all workplace injuries

involving missed work time, with an average absence of nine days per injury.

 The resulting worker injury claims and loss of productivity are estimated to

cost $13 to $20 million per year for U.S. employers.

A Solution: The Dow Chemical Company's Innovative Use of "Six Sigma"

Step 1: Measure

Once the "Six Sigma" project team developed its charter and defined its task,

it then began by defining the current process. First, the team outlined the sequence

of events from workstation assignment to task performance and potential injury.

They next identified a series of key variables affecting the process outcome that

included:

 User attributes (such as daily time at workstations)

 User behaviors (including posture, force, and duration of use)

 Environmental factors

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Step 2: Analyze

Accurately identifying the root causes of a problem, which in turn leads to

more effective improvements, is an essential function of the "Six Sigma"

methodology.

Step 3: Improve

After determining the most significant root causes through analysis and

validation, the project team developed a series of improvements to correct the

identified root causes, including both work-related and personal risk factors.

Step 4: Control

After the immediate improvements were implemented, the project team

developed a long-term control plan designed to sustain the achievements.

Results of the Project

DDC made immediate improvements in the identified risk factors, which

have been reduced 64% since the baseline measurement and by more than 45%

overall. These improvements have been well received by the DDC's management

and workers, and employees are proactive in addressing discomfort and have a

better understanding of the personal benefits of ergonomics. As improvements like

these have been repeated throughout the Company, the severity of ergonomics

injuries has declined. In 2001, 53% of the Company's ergonomic injuries resulted

in lost work time or advanced medical treatment.

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References

MacLeod. February 2009. Case Examples: Ergonomics, Productivity, and Safety.

Retrieved from

https://www.danmacleod.com/Articles/PDFs/Case%20Examples%20Ergo%20Productivit

y%20and%20Safety.pdf

March 2004 U.S. Department of Labor News Release regarding Bureau of Labor

Statistics Survey of Occupational Injuries and Illnesses. Retrieved from

https://www.osha.gov/dcsp/success_stories/compliance_assistance/dow_casestudy

.html

Ulin, S.S., Keyserling, W.M. 2004. Case Studies of Ergonomic Interventions in

Automotive Parts Distribution Operations. Retrieved from

https://www.ncbi.nlm.nih.gov/pubmed/15638

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