“By VERNA LEDGER Regional Director of Safety and Health The 1977 IWA Safety Policy Guidebook developed by the Regional Safety Council is a comprehensive and worth- while document. It has been used, since its production, by most safety committee members, shop stewards and even management representa- tives in the development of in- novative accident prevention programs. However, if the IWA is to remain a leader in the promotion of progressive pro- grams, it may now be time to consider amending the section of the Guidebook outlining re- commended categories for inclusion in safety and health programs, by adding a section on “‘Ergonomics — Workplace design’’. Members involved in the field of accident prevention and health protection, have recently expanded their inter- ests to include the whole area of ergonomics, comprising not only the design of the work- place to fit the worker (rather than the reverse), but also: to the consideration of how psychological stresses effect THE WESTERN CANADIAN LUMBER WORKER ~ LOOKING AHEAD — IWA SAFETY POLICY the health and safe perform- ance of the individual. Firstly, in considering work- place design, the total picture must be evaluated. An assess- ment must be made of all related health and safety hazards, then each must be integrated to the other, so there is a design relationship between each corrective measure. For example, when con- Sidering a noise control pro- gram, lighting, ventilation, heat, cold, dust control, etc. should be included in the total picture, otherwise to correct one problem may only create another. Secondly in considering psychological stresses, ‘‘the worker’? must receive prime consideration. How will the workplace modifications affect ‘the worker? Will it make the operation of the machine more awkward and thus create or worsen a Stressful situation? When modifications are being considered, the oppor- tunity arises to correct poor workplace design. If the job requires the worker to stand in an awkward position, the prob- lem can be corrected at that a control panel or the installa- tion of an adjustable chair is all that would be required. The opportunity for the operator to choose whether or not to sit or stand is important to consider as well. Modern technology ‘has virtually eliminated the necessity for the manual hand- ling of material, however again the worker must be con- sidered and some opportunity provided for voluntary produc- tion.control. Job satisfaction is an ex- tremely important considera- tion to make in any move to re- design the workplace. If improved workplace design becomes the adopted criteria when developing methods to correct unsafe, unhealthy conditions many of the problems of injurious acci- dents and ill health could be eliminated. We must take a lesson from Sweden and several other European countries who have for some time included Ergo- nomics in their Accident Pre- vention and Health Protection Programs, and begin to move in that direction. = 0 _ SWEDEN SHOWS WORLD HOW TO IMPROVE WORKPLACE Editor’s note: The following article is reprinted from a booklet pro- duced by the Timber Industry Ergonomics Group of Sweden who made a study on how to improve the workplace in Swedish sawmills. The ideas advanced by the Group may seem Utopian toIWA members accustomed to the noise, dust and danger of Canadian saw- mills, but this is not the case. Sweden has already con- structed sawmills that are designed to give the workers the best of working conditions. Improving the workplace has been a major goal of the Swedish trade unions through the years and they have been highly successful. A notable example is the Volvo automo- bile plant at Kalmar in the South of Sweden, The ‘entire operation was designed and engineered to give the em- ployees greater opportunities to influence their own work while at the same _ time providing ideal working sur- roundings. So successful was _ this experiment that visitors _ eome from all over the world to see it. . While the Tradala sawmill discussed in the article is still on the drawing board, there is Srey : yp with all the innovations planned by its designers. The new sawmill at Tradala is assumed to have been built in the beginning of the 1980’s. It is a medium-sized mill, but many of its designs can also be applied to larger or smaller sawmills. First, certain conditions were set: We assume that in the saw- mill industry, technology and organization have been partly developed towards filling man’s need for more respon- sible, skilled and interesting jobs. These changes have brought about both higher levels of satisfaction and greater willingness to work. At the Tradala sawmill we have come especially far in this area, Everyone has a job demand- ing education and training, and job rotation is applied in all production areas. For this reason an equal salary system is in effect. In each of the departments the workers form a production group, and these groups largely control the operation. There is one foreman for the whole works, and he is respon- sible for the overall planning and production. He has the following tasks: e planning the supply of raw timber (type of timber, sizes, etc.) e keeping statistics on the production e analyzing data on stoppages collected by the production groups e taking charge of mainten- ance personnel for large repair jobs e coordinating the production groups. Production at the Tradala works depends on making use of the experience and knowl- edge of the personnel regard- ing the quality of timber and its characteristics. The aim is for high produc- tivity by means of high quality of work. The old notion that high rate of production alone gives high productivity and profitability has been rejected. The new approach fits in well with the demand for better use of scarce resources. In the sawmill design and planning group the Chief Safety Steward (delegate from the workers) was responsible for the work environment. The safety engineer and doctor from the health center were also attached to the group. Thanks to their knowledge and experience, it was possible to determine the requirements, INSTEAD OF ISOLATING PEOPLE in single huts, two people (at least) should be placed in one room with a comfortable, office- like environment. Work attitudes will be more positive and conversation or discussions are made much easier. ~ for the desired work environ- ment. In order to satisfy these demands at the planning stage, however, it was necessary to bring in outside experts. During the building stages, the Chief Safety Steward saw to it that decisions made on the work environment. were ac- tually carried out. — Everyone on the Safety Com- mittee, of which the Managing. Director of the sawmill is the Chairman, and which also included the foreman, has had basic training in work condi- tions and _ environments. Several people, both on the committee and outside, had further specialized training in various environmental sub- jects, and now function as the. firm’s own ‘experts’ within their own fields. One of the electricians, for example, has been through an advanced lighting course. - All jobs in the sawmill are equally suitable for men and women, and a number of women work there. This description of the Tradala sawmill may lead one to think that it is simple to bring about a good working environment, if only one can find the right way to go about the task. This is only partially true. ' In many instances, job- related environmental im- provements require the help of _ one outside experts. This is especially true of problems such as noise, ventilation and vibration, where local experi- mentation can lead to costly alterations which prove to be ineffective. When planning environmental improvement must also consider whether other factors will be involved; improved ventila- tion, for example, must not cause higher noise levels or deteriorated lighting con- ditions. An important part of work in this area is to evaluate and review those measures carried out in a specific mill. This is necessary if. these measures should be applied with confidence in other mills (failures of others can also be instructive! ). Evaluations. will also tell whether the desired objectives have been achieved. If we are going to improve the working conditions in the industry within a reasonable . time, a vigorous effort and the involvement of all parties affected are necessary — mill owners, production leaders, trade unionists, sawmill workers, machine manufac- turers, sawmill planners, instructors, and others. Ahead of us lies difficult and time- consuming work which demands collaboration and cooperation at all levels and between all parties. IN TIMBER HANDLING, a group of three supervises production and some of the maintenace. The members alternate between the Jobs of production, measuring and sorting and truckdriving. In the main hall, the noise tevel is under 55 dB’s, thanks to soundproofed walls next to the noisiest sections, sound- absorbing materials in all the walls and ceilings and noise traps where the lumber comes in and goes out. Good ventilation and air locks insure a comfortable room temperature. The lighting has been adapted to the jobs, and installed where it will do the most good, not simply fixed in a geometric pattern in the celling. all safety requirements have been met. Gangways, complete with railings and safety gates, lie at one level throughout. The work places are comfortable and permit both standing and sitting.