Workforce Guarding Portage County Safety Council

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Copyright © 2016 Rockwell Automation, Inc. All Rights Reserved. 1

Evolving Workforce Affecting Your Productivity and Safety - What You Can Do About It

Steve LudwigPrograms Manager, Safety & SecurityRockwell Automation

Copyright © 2016 Rockwell Automation, Inc. All Rights Reserved. 2PUBLIC

Physical Capital

HumanCapital

Population

FIVE KEY COMPONENTS OF

ECONOMIC GROWTH

NaturalResources

Technology


Production

Y=OUTPUT K=STOCK L=LABOR


AVAILABLE WORKFORCE = INCREASING PRODUCTIVITY




Global Nature of the Issue

• One-third of workers: >50• Average age skilled worker: 56• Skilled workers retire at 65

• By 2020 >115 million skilled workers nearing retirement• Shortfall of 875,000 machinists, welders, machinery

operators, and other manufacturing professionals

NORTH AMERICA

SKILLED WORKER SHORTAGE WILL CONTINUE FOR THE FORESEEABLE FUTURE


• Over-65 population is projected to soar to 210 millionin 2030

• Retirees projected to be 1/4 of the population by 2050• Chinese factories starting to struggle to fill positions as

education and wages rise

• China has rescinded their single-baby rule in anticipation of worker shortages in the coming years

• Over next 30 years China’s working-age population to shrink by 180m, and will need 20m more workers.

CHINA

SKILLED WORKER SHORTAGE WILL GROW FOR THE FORESEEABLE FUTURE




• Birth rates have plummeted from 5.98 children/woman in 1960 to 2.20 children per woman in 2010, significantly shrinking the future talent pools in these countries

LATIN AMERICA

SKILLED WORKER SHORTAGE WILL GROW FOR THE FORESEEABLE FUTURE



• EU countries seeking to prolong working lives, extending workers’ time in the workforce

• EU employment for people aged 55-64 at 46% in 2009 vs. 60% U.S.

• Europe 2020 Strategy aims to increase the employment rate from 68.5% to 75% people aged 20-64

EUROPEAN UNION

SKILLED WORKER SHORTAGE WILL CONTINUE FOR THE FORESEEABLE FUTURE



Productivity Impact

The global GDP growth rate is expected

to decline from 3.6 percent/year

between 1964 and 2012 - to only 2.1

percent for the next 50 years.

It would take 80% faster productivity

growth to compensate for the

projected decline.


The Importance of Safety

Every 15 seconds, Someone dies from a work-related accident or disease.somewhere in the world:

160 workers have a work-related accident.

240Deaths by the time I finish this

presentation.

Every year…2.3 million people die,

317 million accidents4% Global Gross Domestic Product

Source: International Labour Organization


Younger / Inexperienced Workers

More frequently injured

More acute, serious injuries

ATTRIBUTED TO:InexperienceCognitive & developmental characteristicsHesitance to ask questionsMisjudging risksFailure to recognize workplace dangers

INJURY RATES BY AGE GROUP (USA)

Rates of Work-Related Injuries and Illnesses Treated in Emergency Departments by Age Group, United States, 2007

(The National Institute for Occupational Safety and Health (NIOSH))


Older / Experienced Workers

INJURY RATES BY AGE GROUP (USA)

Rates of Work-Related Injuries and Illnesses Treated in Emergency Departments by Age Group, United States, 2007

(The National Institute for Occupational Safety and Health (NIOSH))

Higher risk for musculoskeletal & repetitive stress injuries

AGING WORKERS EXPERIENCE CHANGES:Skeletal muscle strengthFlexibilityRange of motionVisionCognitive abilitiesReaction timeLonger recovery times



Workforce Availability

COMMUNITY ENGAGEMENT

Improve the skills and availability of young workers, and improve your reputation as an employer. • Don’t assume that schools will product your workforce

• Younger people have different skills and experiences

than previous generations

• Engage communities and educational programs to

preparing future workers

• Manufacturing isn’t an aspiration for younger workers –

Reach out to younger people and underrepresented

groups


Hiring & Productivity

BUILD A CONNECTED ENTERPRISE

Improve productivity and identify risks• Reduce Job Complexity: Worker-specific instructions

and information

• Ease Information Access: Mobile access, convenient,

readily available

• Reduce Travel Demands: Improve availability of your

most knowledgeable, in-demand employees

• Improve Labor Utilization: Do more with

existing employees

• Improve safety: analysis of safety shutdowns,

location, status


Workforce Competency

TRAINING

Improve worker skill sets• Establish a formal program to document standard

processes and procedures

• Conduct an analysis of job skill and knowledge levels

to ensure your workers have the knowledge and

abilities to perform at the desired level

• Embed a sustainable and flexible competency-

improvement program


Workforce CompetencySUPPLEMENTAL EXPERTISE W/NON-CORE COMPETENCIES

Augment core competencies• Determine what skills are only intermittently used.

• Augment core competencies with services. Safety/risk

assessments. Occasional maintenance.

• Employ remote monitoring to relieve your workers from

mundane activities and help immediately identify and

quickly resolve technical issues.


Retain & Produce

MACHINE DESIGN

Ergonomic, Contemporary Designs• Ergonomic design to prevent operators and maintenance

personnel from strain and repetitive stress

• Contemporary safety systems / Alternative Protective

Measures to prevent injury (younger workers), reduce

unscheduled shutdowns, reduce MTTR


•5%-7% Higher OEE•2%-4% Less Downtime•<50% Injury Rate

Business Value

OF SAFETY



5. Maintain & Improve 1. Hazard or Risk

Assessment

4. Installation & Validation

2. Functional Requirements

3. Design & Verification

System design based on integrating safety & machine functionality

Procedure

THE SAFETY LIFE CYCLE


Risk Reduction MethodsWho is Responsible for Safety?

Design it out

Fixed enclosing guard

Monitoring Access / Interlocked Gates

Awareness Means, Training and Procedures

Personal protective equipment (VPP)

Most Effective

Least Effective

HIERARCHY OF PROTECTIVE MEASURES

EngineeringEH

S


Design Out / Eliminate / Substitute


Fixed Barriers / Guards

https://flavesco.com/


United States Legislative Standard

Article 5a of the OSHA Act states:

“Each employer shall furnish to each of his employees employment and a place of employment which are free from recognized hazards that are causing or are likely to cause death or serious physical harm to his employees”


United States Legislative Standard

29 CFR 1910 Subpart J 1910.147(a)(1)(i) The control of hazardous energy (lockout/tagout) states:

“This standard covers the servicing and maintenance of machines and equipment in which the unexpected energization or start up of the machines or equipment, or release of stored energy, could harm employees. This standard establishes minimum performance requirements for the control of such hazardous energy”


OSHA Minor Servicing Exception 1910.147(a)(2)

Application. 1910.147(a)(2)(i)

This standard applies to the control of energy during servicing and/or maintenance of machines and equipment. 1910.147(a)(2)(ii)

Normal production operations are not covered by this standard (See Subpart O of this Part). Servicing and/or maintenance which takes place during normal production operations is covered by this standard only if:

1910.147(a)(2)(ii)(A)An employee is required to remove or bypass a guard or other safety device; or

1910.147(a)(2)(ii)(B)An employee is required to place any part of his or her body into an area on a machine or piece of equipment where work is actually performed upon the material being processed (point of operation) or where an associated danger zone exists during a machine operating cycle. Note: Exception to paragraph (a)(2)(ii): Minor tool changes and adjustments, and other minor servicing activities, which take place during normal production operations, are not covered by this standard if they are routine, repetitive, and integral to the use of the equipment for production, provided that the work is performed using alternative measures which provide effective protection (See Subpart O of this Part).


Control of Hazardous Energy

Lockout/Tagout is the default position for servicing and maintenance

But…

Normal operations are not covered by this standard

Minor tool changes and adjustments, and other minor servicing activities may be eligible for an exception under very specific conditions.


OSHA Minor Servicing Exception

Note: Exception to paragraph (a)(2)(ii): Minor tool changes and adjustments, and other minor servicing activities, which take place during normal production operations, are not covered by this standard if they are routine, repetitive, and integral to the use of the equipment for production, provided that the work is performed using alternative measures which provide effective protection (See Subpart O of this Part).

1. Take place during normal production2. Routine3. Repetitive4. Integral to the use of the equipment for production5. Performed using alternative measures



Normal production operations: while the machine is actually performing its intended production function.

Routine: The activity must be performed as part of a regular and prescribed course of procedure and be performed in accordance with established practices.

Repetitive: The activity must be repeated regularly as part of the production process or cycle.

Integral: The activity must be inherent to the production process. Alternative measures must provide effective protection from the hazardous

energyThis exception applies ONLY if each and every element of the exception is met

CPL 02-00-147 3-27



CPL 02-00-147

Several alternative means for providing effective protection from the hazardous portion of machines and equipment are presented by the nationals consensus standard ANSI B11.19-1990*


Safeguarding Devices

Many Choices

Many References

Consider Task / Hazard + OptionsFix Position of the Operator

Prevent Access / Separating Guard

Presence Sensing / Non-Separating Guard

Fix Process Conditions

+

CIRCUIT PERFORMANCE


Alternate Safeguard Strategy – Fix Operator

Position

Positioning and design of controls prevents operation while exposed

3


Alternate Safeguard Strategy - Prevent Access

Separating guard with an interlock that stops the machine

3


Interlocking with Guardlock


Alternate Safeguard Strategy – Fix Process Conditions

Control and monitor speed, direction


41

Alternate Safeguard Strategy – Presence Sensing

Non separating guard detects entry and stops machine


5.10.2Safety-rated

Monitored Stop

5.10.3Hand Guiding

Collaborative Applications


5.10.4Speed and Separation Monitoring

5.10.5Power & Force Limiting

Collaborative Applications


Documents

Workforce Guarding Portage County Safety Council