COMPONENT 1

1. Workshop Plan
2. Workshop Guide

Component 1 includes an overall plan for the workshop, and the trainer's workshop guide. It provides the background information for running the workshop.

WORKSHOP GUIDE

Section 1. Introduction

Aim of the workshop.

The aim of the workshop is to reduce the risk of manual handling injuries in the workplace. The workshop provides participants with the knowledge and skills to effectively identify, assess and control risks arising from manual handling tasks.

Objectives.

By the end of the workshop, participants will be able to:

1. Provide the definition of manual handling;
2. Describe the principles of the Manual Handling Code of Practice;
3. Apply the principles outlined in the Code of Practice to identify and assess risks in their workplace; and
4. Discuss and apply the process for controlling risks of manual handling in their workplace.

Definition of manual handling.

Manual handling as "any activity requiring the use of force exerted by a person to lift, lower, push, pull, carry or otherwise move, hold or restrain a person, animal or thing".

Thus manual handling applies to a wide range of everyday activities that occur in any workplace. Unfortunately, many of these manual handling tasks have led to injuries to workers.

Manual handling injuries.

Manual handling injuries are usually sprains or strains to muscles, tendons, ligaments and joints, and have been associated with overexertion or physical stress while handling loads.

It is not only heavy lifting that leads to manual handling injuries. Jobs that involve repetitive movements, or working in awkward positions for a long time, can lead to cumulative strain. The injury does not occur at one specific moment, but is the cumulative effect of the daily strain and fatigue of muscles and ligaments.

Manual handling is also associated with occupational overuse syndrome (formerly known as RSI), or cummulative trauma syndrome (CTS), which refers to a range of conditions characterized by discomfort or persistent pain in muscles, tendons and other soft tissues.

MANUAL HANDLING - GOOD PRACTICE

A good practice standard sets out general principles and practical methods of dealing with potential manual handling problems in the workplace. It recommends a 3 stage approach.

Stage 1. Risk Identification ( Spotting the Problem )

Where are manual handling injuries happening in the workplace?

• Look at injury records
• Talk to employees and their health and safety representatives
• Watch the work in progress

Stage 2. Risk Assessment ( Understanding the Problem )

What is causing these manual handling injuries?

Look at:

• Actions and movements used;
• Layout of the workplace;
• Position of the body while working;
• How often, and for how long, manual handling is done;
• Where the load is positioned and how far it has to be moved;
• Weights and forces involved;
• Characteristics of the loads and equipment;
• Organization of the work;
• Work environment;
• Skills, experience and age of the workers;
• Type of clothing worn; and
• Special needs of workers.

Stage 3. Risk Control ( Dealing with the Problem )

What changes can be made to prevent these manual handling injuries?

• Redesign the job.
• Provide mechanical handling equipment.
• Provide training in manual handling skills.

Evaluation of the Controls - are the changes made working successfully?

• Have the changes been correctly implemented?
• Are the changes causing further problems?
• Do they help reduce injuries?

Section 2. Legal setting

Introduction to the

Under the Occupational Safety and Health Act, the general duty of care is a basic concept concerning the responsibilities of employers, employees and other persons involved with the workplace. Where relevant, the above duties apply to manual handling.

Section 3. Anatomy and Physiology

Before looking at the subject in detail, we need to cover some basic anatomy and physiology of the human body, to get a better understanding of what happens to the body during a manual handling activity. This information is included to provide some background to questions asked in the code of practice. For example, why is there an increased risk of injury if the "load is located below mid thigh height"? Or an increased risk "if there is frequent or prolonged bending of the back?" For this, we need to consider the anatomy of the spine, body posture, types of muscle work and the basic principles of levers.

Anatomy of the spine

The spine is made up of 33 small bones or vertebrae. They can be divided into 3 areas, the top 7 making up the cervical or neck region; the next 12, the thoracic vertebrae; then 5 lumbar vertebrae. The remaining vertebrae are fused to form the sacrum, with the coccyx at the end.

Looking from the front or the back, the vertebrae are stacked one on top of the other in a straight line. However, from the side, they form 3 spinal curves; the curve bends forwards in the neck, backwards in the thoracic area, and then forwards again in the lumbar area. These form the basis of posture of the spine.

Each vertebra has a large piece of bone (the body) at the front. Behind this is a hole surrounded by a ring of bone. The holes, when the vertebrae are stacked on top of one another, form a canal. In this, the spinal cord runs down from the brain, with a pair of spinal nerves exiting below each vertebra. The nerves from the neck go to the arms, and those from the lumbar area to the legs.

Each vertebra is separated from the next by a disc made of cartilage, which allows for movement of the spine and acts as a shock absorber. The vertebrae butt up against one another at the facet joints. These, along with the discs, allow for movement of the spine.

Supporting the spine are tough ligaments which prevent any unwanted movement. Over these are the postural muscles. They are small muscles, running between a few vertebrae. Their job is just to hold up the body against the influence of gravity.

Other important muscles in the function of the spine are the abdominal muscles. These 3 pairs of muscles form a broad band of muscle around the front of the trunk.

Posture

Posture involves maintaining the 3 spinal curves described above. In this position, the spine and all its structures are under least stress, and the muscles are at their strongest.

As posture deviates from the natural body position, there is extra tension placed on all the structures of the spine. Twisted or bent postures in particular mean increased stress and risk of injury. An example is a worker who has to push a load, holding a forward bent position, while bending over a workbench that is too low - this extra stress on the spine represents an increased risk of injury.

Many of the recommendations in the Code, such as loads being stored at approximately waist height, help ensure the worker is able to maintain a good posture while doing manual handling.

Types of muscle work

Muscles work in two different ways. The muscle action is termed "dynamic" or "static". Put simply, dynamic muscle action involves muscle contraction and movement of a body part. The action of repetitively lifting stock and placing it on a shelf is an example of this.

In static muscle work, the muscles hold the body, but no movement occurs. Using the example of bending forward over a low workbench, there is static muscle work for the spinal muscles, holding the body in this position.

There are however different physiological reactions in the body with dynamic and static muscle work. In dynamic muscle action, the blood pumped to the muscle flows though the muscle, flushing out the lactic acid and carbon dioxide (the waste products of muscle work). Thus the chemical balance of the muscle is maintained, and it can work for lengthy periods without discomfort.

In static muscle work, the sustained muscle contraction acts like a tourniquet on the blood vessels. This results in a loss of blood flow to the working muscle, and the build up of waste products in the muscle itself. This is quickly perceived by the brain as discomfort, fatigue or heaviness. This effect occurs even after very short periods of static muscle work.

Many questions in the code of practice relate to the static muscle work for the back, shoulder and neck muscles where working occurs, for example, in forward bent positions, or above shoulder height.

Principles of levers

For our bodies to move, the muscles have to pull on the bones of our arms, legs and back. The bones are therefore like levers.

To understand the mechanism, we need to look at some basic principles of levers.

A weight at a short distance from the fulcrum requires less effort to move than the same weight a longer distance from the fulcrum.

When lifting a load, the closer the load is to the person's body, the less strain it takes, and therefore the lower the risk of injury.

If the load is further away, there is a greater strain on the person doing the handling. The distance away from the worker can be the result of a variety of factors, such as the layout of the work area, cluttered floor area making access difficult, or the reluctance of the handler to move his / her feet.

The spine can also sometimes be used as a lever, although it was not designed to be used like a crane. The spine becomes a very long lever arm, with a load being handled at the end. The muscles of the back have to support not only the weight of the trunk as it is bent over, but also the weight of the load being handled. The force exerted by the spinal muscles can be up to ten timesgreater than the weight of the load handled.

Using this background information, we now return to look at the recommended code of practice in detail, explaining how to use it to identify, assess and control manual handling risks in the workplace.

Section 4. Using Good Practice

The recommended code of practice has a 3 stage approach to addressing manual handling issues - risk identification, risk assessment, and risk control. We will now consider each of these in detail.

Section 4.1 Risk identification (Spotting the problem)

Definition:

• The process of identifying factors in the work process which could result in a risk of manual handling injury.

Purpose:

• To identify and prioritise the jobs or tasks which require risk assessment.

When to do risk identification:

• Where jobs or tasks involve manual handling.
• Where an employee has reported a manual handling hazard.
• Where an injury has occurred.

The process:

Step 1: Analysis of injury records and incident reports. This will show where injuries are occurring, and if there is a pattern in their occurrence.

Consider:

• The area in the workplace where the injury occurred;
• The job or task of the person injured;
• The part(s) of the body injured;
• The nature of the injury (eg. fracture, strain); and
• The type of accident (eg. slip, trip, overexertion injury).

Look at the frequency and severity of the injuries in order to determine the priority for risk assessment. The higher the frequency, or greater the severity of injury, the higher the priority.

Step 2: Consultation with employees.

• Talk to the employees doing the job or task which has been identified as a risk. They may be able to tell you specific aspects which cause them problems.
• Talk to the Health and Safety Representatives or Committees who may have information on associated risk factors.

Step 3: Direct observation. You will need to look at the work area, and see the task(s) actually being performed. This can be done by inspecting the workplace, and using a checklist. A general checklist is included in Component 5 (Checklist 1). If required, tailor the questions to your workplace.

Any "yes" answers to the checklist indicate that the task requires further assessment. The more "yes" answers, the higher the priority for risk assessment. Once manual handling risks have been identified and prioritised, the next stage, risk assessment, is undertaken.

Section 4.2 Risk assessment (Understanding the problem)

Definition:

• The process of assessing all risk factors identified in the first stage. This includes considering the interaction of the factors.

Purpose:

• To determine appropriate ways of dealing with the problem.

When to do risk assessment:

• When an injury has occurred arising from a work process or practice.
• Where a work process or practice is introduced or modified.

Consult with:

• Employees doing the manual handling tasks.
• Health and safety representatives.

The process:

The four principle areas covered in the risk assessment section relate to:

• The workplace environment;
• The load handled;
• The task done; and
• Characteristics of employees.

It is important to consider all risk factors - don't jump to early conclusions!

A general assessment checklist has been drawn up. (Checklist 2 in Component 5). Also included in this package is a checklist specifically for use by workers handling people as loads (Checklist 3 in Component 5).

The checklist is to be used while observing the tasks being done. There should be consultation with employees while completing the checklist.

Note: In some sections, answering "yes" indicates an increased risk. In other sections, the "no" answer indicates the risk. Any answers indicating that an increased risk is present should be accompanied by a brief explanation in the "comments" column. For example, a "no" answer to the question "is there adequate space for all movements involved in the manual handling task", put the reason in the "comments" column - "rubbish and equipment on the floor".

Throughout the section on risk identification and assessment, there is reference to "frequent" or "prolonged". These terms are used to describe the risk of manual handling, but they are not defined. For example, how many times does the handling have to be done to be termed "frequent"? Or how long does the manual handling have to occur before it is termed "prolonged"?

There are no hard and fast rules. During your observation, you can count the number of times, for example, bags of fertilizer are lifted and stacked on a pallet. Based on x times per minute, you could conclude that this handling is "frequent". Note this in your comments on the checklist.

Likewise, timing the period a worker spends bent over the low workbench, would justify your decision to call it "prolonged". Again, note this in the comments.

The Risk Assessment Checklist has been included on the following pages. (The "Comments" column has been deleted here to simplify the checklist). Explanatory notes have been included for additional information.

In some instances, the assessor may find that the same risk is indicated in more than one place on the checklist. This should not be cause for concern. The questions often overlap, and as long as the risk is noted somewhere in the checklist, action can be taken in the control stage.

RISK ASSESSMENT CHECKLIST

(with explanatory notes)

1. ACTIONS AND MOVEMENTS

Answering YES to any of these questions indicates an increased risk.

1. Is the load shared unevenly between both hands, or lifted by one hand only?

A load which is not shared evenly between both hands can be more difficult to control.

2. Is the object pushed or pulled across the front of the body?

Forceful pushing and pulling across the front of the body puts a twisting strain on the body, and increases the risk of injury.

3. Is there a need to bend over to one side to lift an object or exert a force?

Bending over to one side will create an uneven stress on the spine. For example, picking up heavy containers of liquid by the handle with one hand.

4. Are two actions performed at the same time when one action is holding an unsupported fixed position?

For example, while bent forward over a work bench, moving a load from one side to the other. The action of holding a bent position (the "unsupported fixed position"), places extra strain on the spine while moving the load (the other action).

5. Are several tasks performed in the one position where some are best done in a seated position and others best done in a standing position?

The intention is to avoid the same static postures, and to reduce twisting and over-reaching movements.

2. WORKPLACE AND WORK STATION LAYOUT

Answering NO to any of these questions indicates an increased risk.

1. Is the layout appropriate for the manual handling task and the physical dimensions of the employee performing the task?

The layout should allow upright and forward facing postures so the majority of the tasks are at about waist height, and within easy reach, relative to the dimensions of the employees performing the task. The intention is to avoid stooping.

2. Is there adequate space for all the movements involved in the manual handling task?

If not, the employee will have to compromise their posture to get the task done.

3. Are appropriate mechanical handling aids readily available for the tasks?

Mechanical handling aids are devices that assist an object being moved manually.

4. Are the working heights adjustable or matched to the size of the employees and the tasks?

If there is a mismatch, the employee could adopt awkward postures. For example, bent over a low workbench.

5. Is there adequate clear space for moving legs and feet?

Restricted space could lead to a employee twisting and reaching.

6. Are the different manual handling tasks performed by one person arranged so that excessive movement is avoided?

This question is seeking to determine if there is excessive movement.

3. WORKING POSTURE AND POSITION

Answering YES to any of these questions indicates an increased risk.

1. Is the object presented to the employee in a position which makes it difficult to reach or grasp?

Difficulty in reaching or grasping can mean the handling of the object is not controlled.

2. During manual handling, is there frequent or prolonged:

(i) above shoulder reach?

Handling above shoulder reach means the back is arched, and the arms are acting as long levers. The weight is therefore more difficult to control.

(ii) forward bending of the back?

(iii) twisting of the back?

(iv) sideways bending of the back?

If the employee's posture is compromised, there is increased strain taken by the body, and therefore increased risk of injury.

4. DURATION AND FREQUENCY OF MANUAL HANDLING

Answering YES to any of these questions or varying indicates an increased risk.

1. Is the task carried out frequently?

As discussed in the workshop guide, "frequent" is not defined. It is recommended that the number of times the task is carried out within a given period of time be counted to assist in making this judgement.

2. Does the task require repetitive handling by hands and arms during a work period?

Repetitive handling involving the hands and arms can increase the risk of overuse injury.

3. Is handling performed over an extended period of time?

If handling is performed for an extended period, this increases the risk of muscle fatigue, and injury.

5. LOCATION OF LOADS AND DISTANCES MOVED

Answering YES to any of these questions indicates an increased risk.

1. Is the load carried over long distances?

The greater the distance, the greater the sustained muscle effort required, and the greater the potential for injury. Approximate the distance the load is carried.

2. Is the load located below mid-thigh height?

A load below mid-thigh is likely to increase the chance of forward bending of the back.

3. Is the load located above shoulder height?

Using the principles of levers, there will be increased strain on the spine, and greater difficulty in controlling the load.

4. Does the load have to be placed accurately into position?

Placing a load accurately in position can require extra static muscle work of the muscles of the arms and back.

6. WEIGHT AND FORCES

There are no specific limits placed on loads. The weight needs to be considered in relation to:

• The frequency and duration of manual handling. The higher the frequency, or longer the duration, the lower the weight that can be safely handled.
• The position of the load relative to the employee. A light load handled at a distance from the employee exerts the same degree of strain as a heavier load located close by. Thus the further away the load is located, the less weight that can be safely handled.
• The distance moved. The longer the distance the load must be carried, the lower the weight that could be considered safe.
• The characteristics of the load. The risk of manual handling injury is increased when handling, for example, a wet load, or handling an uncooperative person or animal. Trying to catch a slipping load, or the unexpected movement, can result in sudden peak muscle force exerted by the employee. All these factors need to be taken into account when deciding what is a safe load. The Code of Practice provides some guidelines for lifting, lowering or carrying loads.

Answering YES to any of these questions indicates an increased risk.

1. When sliding, pulling or pushing an object, is the object difficult to move?

Jerky or excessive force increases the risk of injury. It may be necessary to determine if the difficulty is due to the environment, for example, pushing up inclines, over rough terrain, or turning corners.

2. Is the employee required to exert a large amount of force while seated?

A seated person cannot safely exert as much force as when standing up.

3. Is the employee required to push/pull while seated without having good seating and solid foot support?

Without a firm base to push or pull, extra muscle strain occurs.

4. Are loads above 55kg lifted, lowered or carried without mechanical assistance or team lifting?

On occasions, objects above 55 kg. may be moved but not lifted. For example, rolling a 60 litre drum. This would be a "no" response.

5. Is the weight of the load above 16kg (a "yes" response indicates more care is required in the assessment process)

Make a note of the weight handled.

6. Are loads above 4.5kg being lifted, lowered or carried in the seated position?

7. CHARACTERISTICS OF LOADS AND EQUIPMENT

Answering YES to any of these questions indicates an increased risk.

1. Does the person or animal need to be moved in a special way to ensure their health and safety?

This may impose extra strain on the employee.

2. Is the person or animal disturbed, excited or moving vigorously?

Restraining the movement can lead to increase muscular effort or awkward postures for the employee.

3. Is the object an awkward shape to carry in a balanced posture?

The shape of the object can affect the ability of the person to get close to it.

4. Is the object difficult to grasp or hold?

If the object is difficult to hold, there could be uncontrolled jerky muscle action to stop the load slipping.

5. Is the object unstable or unbalanced, or does it have contents that may move suddenly?

Unstable, suddenly shifting contents, for example, a half full 200 litre drum, make control of the object more difficult, and increase the risk of sudden overexertion.

6. Is the object smooth, slippery, greasy or wet?

7. Does the object have sharp edges or protrusions?

8. Is the object very hot or cold?

9. Does the object block the view of the employee when being handled?

Large objects increase the chance of the view being blocked, and the person tripping during carrying.

10. Does one person handle sheet material or other large-sized loads without straps, special holders or a second person to assist?

Arms could be at a stretch, and the employee could adopt an awkward or twisted posture.

11. Is the object more than 50cm wide (measured in direction across the body)?

12. Is the object more than 30cm long (measured in direction away from the body)?

13. Are any two of the object's dimensions more than 75cm?

The further away from the body, the more force is exerted on the spine and arms.

8. WORK ORGANIZATION

One needs to look at the total picture in which work is being done, as it may be the interaction of these factors with the specific risk factors of the task, which are contributing to the risk of manual handling injury.

Answering YES to any of these questions indicates an increased risk.

1. Is the work frequently affected by bottlenecks, or sudden changes or delays to the flow of materials?

This creates surges in manual handling, with greater possibility for overexertion and fatigue.

2. Is the work affected by unavailability of people to complete tasks within a deadline?

Lack of people will result in a person working faster to achieve a deadline. This may increase fatigue, and therefore risk of injury.

3. Is team lifting not provided and/or safely organised when required?

If team lifting is being done by employees of very different heights, the taller ones could be adopting forward bent postures, or the shorter ones lifting above shoulder height. In addition, if there is no coordination in their lifting, there will be an increased strain on the employees.

4. Are there insufficient numbers of employees to carry out work including where peak workloads occur?

This results in extra manual handling by employees doing the handling, and increases their risk of injury.

5. Is there a lack of an effective maintenance program for tools, plant and equipment used for manual handling?

Lack of maintenance can mean increased force has to be used. For example, trolley wheels that are worn or not lubricated.

6. Are procedures for reporting and fixing unsafe equipment or environmental conditions inadequate?

7. Is the workflow not smooth and even?

Peak workloads result in increased stress from manual handling tasks.

8. Is there a lack of effective selection/purchasing, instruction and maintenance programs for loads, equipment and mechanical handling devices?

Inappropriate equipment, or employees untrained in how to use it, increase the potential for injury.

9. WORK ENVIRONMENT

Answering YES to any of these questions indicates an increased risk.

1. Are the floors and surfaces under foot uneven or slippery?

There is an increased risk of slipping or tripping, particularly if handling a large sized object.

2. Are there different floor levels in the workplace?

Steps can increase the risk of a fall or an overexertion injury.

3. Is the workplace untidy with a lack of attention to housekeepingdetails?

Trip hazards.

4. Are there extremes of heat, cold, wind or humidity?

Excess heat and humidity can increase the total physical load on the body which leads to increased fatigue and greater risk of strain. Cold, windy conditions, particularly in the first part of the work period, mean muscles may not be properly warmed up, and at greater risk of injury.

5. Are there high levels of fumes, dusts, gases, or vapours?

Exposure to a hazardous substance can affect a person's ability to perform manual handling. For example, fire fighters in a fire.

6. Is there excessive vibration?

Whole body vibration through seating or floors can affect the spine. Hand and arm vibration through the use of power tools can lead to overuse conditions. Vibration levels need to be assessed in terms of the current Australian Standards by experts in that field.

7. Is the task performed in a confined space?

Lack of space restricts a person's ability to adopt a satisfactory handling posture.

8. Is the lighting below the levels recommended in Australian Standard AS 1680 Code of Practice for Interior Lighting and the Visual Environment?

Inadequate lighting can increase the risk of slip and trip injuries. It should be measured in accordance with the Australian Standards by experts in that field.

10. SKILLS AND EXPERIENCE

Lack of knowledge, or lack of specific manual handling skills required for a job, can place an employee at increased risk of injury. In some cases, the stature and build of an employee may put him or her at risk of injury. For example, a small, slight person doing a job requiring considerable heavy handling.

Answering NO to any of these questions indicates an increased risk.

1. Has the employee received appropriate training/education in manual handling hazards and/or techniques?

2. Has the employee received appropriate training in recognising risk and evaluating tasks in order to select and apply appropriate handling techniques?

3. Has training, appropriate to the tasks, been provided which relates to manual handling?

Training in handling techniques must be specific to the task performed.

4. Has the employee been properly inducted into the job practices and safety requirements in the workplace?

There must be an adequate induction programme for manual handling.

5. For heavy handling tasks, has the employee had previous experience with heavy manual handling?

6. Are the demands of the task within the physical capacity of the employee?

11. AGE, CLOTHING AND SPECIAL NEEDS

Answering YES to any of these questions indicates an increased risk.

1. Are employees under 18 years of age required to lift, lower or carry objects weighing more than 16kg without mechanical assistance, team lifting or particular training?

Employees under 18 are still developing physically, and the spine is at greater risk of damage.

2. Does the clothing worn adversely affect the ability of the person to perform manual handling?

Tight clothing or protective equipment may restrict movement.

3. Are any employees returning to work from an illness or extended absence from work?

Employees returning from extended absence will not be as fit for physical work, and will need to be graded back to a normal level of activity.

4. Are any employees pregnant?

Pregnant women can be at greater risk because of weaker muscles and difficulty in getting a load close to the body.

5. Does an employee have any specific disability?

Specific disabilities, not necessarily work related, can affect the ability to perform manual handling.

6. Are there any employees with other special needs which require consideration?

Section 4.3 Risk control (Dealing with the problem).

Definition:

• The process of eliminating or reducing identified and assessed risk factors.

Purpose:

• To make the job or task safer for employees, and reduce the incidence of manual handling injuries.

When to do risk control:

• After completing the risk assessment process.

Consult with:

• Employees doing the manual handling tasks.
• Managers and supervisors.
• Health and safety representatives.

The process:

In the past, it was thought that, just by training employees in how to lift correctly, it would reduce their risk of injury. While training is important, the priority in risk control is to eliminate the manual handling task, or if this is not possible, to redesign it to reduce the risk.

The order of priority is shown in Figure 1.

Figure 1. Priority of controls for risks to manual handling.

Priority 1 - Job Re-Design.

The aim of risk control is to eliminate or reduce the manual handling risks. One method is to eliminate the manual handling task itself, but this is often not possible. The risk of injury can therefore be controlled by changing a variety of aspects of the work, and the way in which the work is done. Job re-design can include one or a combination of the following aspects of the job.

• Modify the object handled. Investigate ways in which the load handled can be reduced, such as by packaging it in smaller quantities or providing handles. By reducing the load, or making it easier to handle, the risk of injury to the employee is reduced.
• Modify the workplace layout. The layout of the workplace can reduce the postural strain placed on employees handling loads. Investigate ways of changing the layout, such as storing heavy items at waist level and adjusting work heights. Tools, and hand or foot controls on equipment need to be considered as factors which can affect work postures, movements and the physical stress placed on employees.
• Rearrange the flow of materials. The way in which materials are moved around the workplace can be changed in order to reduce the amount of handling.
• Use different actions, movements or forces. Investigate ways in which work can be re-designed to reduce bending, twisting, reaching, lifting, lowering, carrying and holding. Some of these could have been achieved by the other job re-design methods listed above, such as modifying the workplace layout.
• Modify the task with mechanical assistance. These are items that assist in manual handling, but don't eliminate it. They include such things as hooks, bars, rollers, jacks, platforms and trestles.
• Modify the task with team lifting. To be effective, team lifting must be coordinated and planned.

Priority 2 - Mechanical Handling Equipment.

Provision of mechanical handling equipment, together with appropriate training in its use, can reduce the handling risks. The Code identifies mechanical handling equipment as anything from simple levers and conveyors, to cranes, hoists and fork lift trucks.

Priority 3 - Training.

Where job re-design or provision of mechanical handling equipment cannot reduce the risk, employees should receive specific ("particular") training or education in how to carry out the manual handling task with least risk.

The above controls may also be used in combination. In particular, training to undertake the work safely should be included as an integral part of any control measures.

Administrative Controls.

In addition to the 3 areas considered above, other factors could have a bearing on the risk of manual handling. The following factors should also be considered:

• Employees' special needs. An employee's state of health or age may affect their risk of injury from a manual handling task.
• The provision of special clothing, including footwear and gloves, can reduce the risk of injury.

It should be remembered that the risk control options can be divided into both short and long term measures. Short term control measures can be implemented immediately, while other measures requiring further planning or financial committments, can be introduced in the longer term.

Risk control can be presented in another way, as shown in the Risk Control Plan (Checklist 4 in Component 5). The steps are followed, looking at the best options to eliminate the risks, or to reduce the risks by re-design, mechanical aids, personal protective equipment or team lifting.

Note: It is very important to ensure that further risks to health and safety are not created by the application of control methods aimed at the reduction of manual handling risks. Therefore evaluation of control measures is essential.

Section 5. Practical.

This session gets the participants to put into practice the process of addressing manual handling problems. It aims to make them confident in being able to use the good practice to address manual handling issues.

Work in small groups (2 - 4 people per group). A number worksheets of manual handling case studies are found in Component 5. Use these, or choose a scenario specific to the participants' workplace. It can be an example of a job or task where someone sustained an injury, or a job or task which involves manual handling and which you (or the workshop participants) consider could be a hazard.

Each group needs to discuss the case study, and then complete the risk assessment checklist. This needs to be done as a group, consulting with each other. Choose whichever checklist applies to the participants' workplace. After completing the checklist, each group needs to fill in the Risk Control sheet, outlining in a few words the best options to eliminate or reduce the manual handling risks.

On completion, each group can report back on the major problems assessed, and their control measures. This should be short, not allowing participants to get side-tracked. The purpose is to ensure that they have understood the process, and can make reasonable judgements about the risks and appropriate control measures.

The case studies are included here, with the main risk factors and some suggestions for control. Worksheets of these case studies are found in Component 5.

Case Study 1 - RISK IDENTIFICATION (SPOTTING THE PROBLEM)

Analysis of accident reports, consultation and observation have identified the following task as containing manual handling risks.

A worker has the job of sawing lengths of timber into small pieces. Bundles of timber, in 3 metre lengths, are brought in on a fork lift, and placed on the floor behind the saw bench.

The saw is mounted on a bench, located at about hip height for the worker. Each 3 metre length of timber is carried to the bench, lined up and sawed. Cut lengths are placed on a pallet, and stacked up to about shoulder height.

Figure 2. Layout of saw bench and equipment.

Risk assessment (understanding the problem)
Main points:

• Layout of equipment - bench, 3 metre lengths and position of pallet results in more carrying.
• Repetitive bending and leaning over to pick up timber, and to stack the pallet.

Risk control (dealing with the problem)
Suggested measures:

• Turn workbench around.
• Turntable for pallet.
• Timber on scissor platform.
• Organisational factors.

Case Study 2 - RISK IDENTIFICATION (SPOTTING THE PROBLEM)

Analysis of injury records, consultation and observation have identified the following task as containing a manual handling risk.

A nursing assistant, 1800mm (6 foot) tall sustained a low back injury, while transferring a patient from his bed to an arm chair. The injury occurred at the end of the shift.

The patient, who can sometimes be uncooperative, needs a modified bear-hug transfer to get him from the bed to the chair. Both the arm chair and the bed height are fixed, and are below knee height for this nursing assistant. The patient's cubicle is occupied by his bed, bedside cabinet and the arm chair as shown in the diagram.

The nursing assistant's other duties include showering, toiletting and dressing 15 extremely dependant residents.

Figure 3. Layout of patient cubicle.

Risk assessment (understanding the problem)
Main points:

• Characteristics of people as loads - insufficient assistance if patient uncooperative.
• Forward bending postures - bed and chair heights too low.
• Layout of working space - lack of space in cubicle.
• Organisational factors - fatigue by the end of the shift.

Risk control (dealing with the problem)
Suggested measures:

• Increase chair height and bed height. (Long term - buy height adjustable beds which are easy to use, and instruct all nursing personnel in how to adjust them)
• Review of appropriate transfer method.
• Organisational factors - look at staff rosters and work-load per staff member.
• On-going training in safe manual handling techniques, and any new transfer methods.

Case Study 3 - RISK IDENTIFICATION (SPOTTING THE PROBLEM)

Analysis of injury records, consultation and observation have identified the following task as containing manual handling risks.

The job of nightfill workers in a local supermarket starts off with them pulling pallets of stock on pallet trolleys from the back dock into the store. Each pallet is placed at the end of an aisle.

The contents of the pallet are unloaded into a shopping trolley. This can cause some difficulty as the pallet is stacked to shoulder height or above (for some of the shorter workers). In addition, stock on the far side of the pallet is often difficult to reach.

Once the trolley is full, it is pushed up and down the aisles, and the employee takes cartons from the trolley, putting them on the floor in front of the corresponding place on the shelves. The process continues until the pallet is empty.

The nightfill workers then work in the aisles. The cartons are now opened up, and stock placed on shelves. The shelves vary in height from way above shoulder height, to ankle height. There is one step ladder, used when putting excess stock on the top of the shelves.

Risk assessment (understanding the problem)
Main points:

• Repetitive manual handling, including multiple handling. That is handling the same stock 2 or more times. eg. pallet to trolley; trolley to floor; floor to shelf.
• Repetitive bending to get stock off the bottom of the pallet, and off the floor.
• Extended reach to get stock off the far side of the pallet.
• Inappropriate equipment - more bending to get stock out of shopping trolley.

Risk control (dealing with the problem)
Suggested measures:

• Purchase flat top trolleys.
• Purchase "step - stool" for sitting to stock low shelves, and for standing on to reach high shelves. They are on wheels so they can be pushed around. Adequate numbers are needed.
• Pallet turntable.
• Organisational factors - look at the method of stacking pallets at warehouse.
• Work methods - leave stock in boxes, and put them on the shelves - just cut down the front of the boxes.
• Training in manual handling.

Case Study 4 - RISK IDENTIFICATION (SPOTTING THE PROBLEM)

Analysis of injury records, consultation and observation have identified the following task as containing manual handling risks.

Council workers laying footpaths and kerbing have been complaining about the job. At the depot, they have to load up the slabs by hand, from where they are stacked on the ground, and put them in the back of the truck.

After driving to the site, the process is reversed, and slabs are off loaded and laid. Sometimes the slabs are off loaded at quite a distance from where they are eventually laid. Each slab weighs 30 - 40 kg.

By the end of the day, most workers are complaining of sore backs.

Risk assessment (understanding the problem)
Main points:

• Repetitive bending - lifting slabs from the ground into the truck and vice versa.
• Repetitive heavy handling of slabs (30 - 40 kg).
• Carrying over a distance.
• Fatigue.
• Working in extremes of temperature.

Risk control (dealing with the problem)
Suggested measures:

• Pour concrete on site rather than use slabs.
• Use of a fork lift to lift the slabs onto the truck at the depot.
• Mechanical equipment for unloading slabs.
• Vertical stacking of slabs, and mechanical aid for slab laying.

Section 6. Who's responsible?

Some participants may be feeling a bit daunted about the whole process. They need to understand where they fit into the process. Who should instruct them to assess manual handling risks? Who do they report their findings to? Who is responsible for ensuring that the control measures implemented actually work?

This session, using the form found in Component 5, puts the process into perspective.

Each participant will need one copy of the form. The instructions are to read through each statement, and decide who is responsible for getting that done. (Sometimes it may be the responsibility of more than one person). Tick the boxes for who's responsible for each statement.

This is a general sheet. A second "Who's responsible" sheet is also included with spaces to insert the relevant people in your organisation.

After giving participants approximately 5 minutes to fill in the sheet, go through the sheet with the group, discussing the "right" answers for their organisation.

Manual Handling - Who's Responsible?

Read each statement and decide who is responsible for carrying that out. Tick the appropriate box or boxes. (There may be more than one person responsible).

Section 7. Conclusion.

Summarise the main points of the process of identifying, assessing and controlling risks of manual handling in the workplace.

Allow time for any further questions.

Return to Preventing Manual Handling Injuries Index