Controlling Hand-Arm-Vibrations

Hand-Arm Vibration (HAV) is defined as the transfer of vibration from a tool to a worker’s hand and arm. Hand-arm vibration is caused by the use of vibrating hand-held tools, such as pneumatic jack hammers, drills, gas powered chain saws, and electrical tools such as grinders. The nature of these tools involves vibration (a rapid back and forth type of motion) which is transmitted from the tool to the hands and arms of the person holding the tool. The vibration is typically measured on the handle of tool, while in the grasp of the worker, and the amount of HAV is a function of the acceleration levels transferred to the worker.

Vibration restricts the blood supply to the hands and fingers. Signs and symptoms of vibration-induced injury, such as Reynaud’s phenomenon, start with occasional numbness or loss of color in the fingertips. This progresses to more frequent and persistent symptoms affecting a larger area of the fingers and resulting in reduction in feeling and manual dexterity.

This handout provides recommendations for managers and workers to minimize the injury risk from HAV.

Management

Train workers to recognize the warning signs of HAV.

Medically monitor workers who routinely use products associated with HAV.

Institute health care management practices ensuring early detection of hand/arm vibration disorders.

Purchase new vibration-reduced tools.

Inspect and service tools at regular intervals in accordance with manufacturer instructions.

Repair or replace tools producing high vibration levels due to wear and tear.

Workers

Wear protective clothing, such as multiple layers of gloves or anti-vibration gloves, to reduce the transmission of vibration energy to the hands and to protect the hands against exposure to cold.

In cold weather, dress adequately to keep the whole body warm since a low body temperature can make you more susceptible to HAV.

Take a 10-minute break after each hour of continuously using a vibrating tool.

Let the tool do the work by grasping it as lightly as possible, consistent with safe work practice.

Keep chisels and chainsaws sharp to reduce vibration. Using new grinder wheels will also reduce vibration.

Operate the tool at the minimum speed (and impact force) to reduce vibration exposure.

Substitute a manual tool or other process where practical.

COPYRIGHT ©2006, ISO Services Properties, Inc.

Job Stress

As part of its mandate, the National Institute for Occupational Safety and Health (NIOSH) is directed by the U.S. Congress to study the psychological aspects of occupational safety and health, including stress at work. NIOSH works in collaboration with industry, labor, and universities to better understand the stress of modern work, the effects of stress on worker safety and health, and ways to reduce stress in the workplace.

Job stress can be defined as the harmful physical and emotional responses that occur when the requirements of the job do not match the capabilities, resources, or needs of the worker. Job stress can lead to poor health and even injury. No standardized approaches or simple “how to” manuals exist for developing a stress prevention program.

The first steps in the process of controlling job stress is identifying the critical factors leading to stress and providing some of the organizational changes that need to be made to reduce this stress. Program design and appropriate solutions will be influenced by several factors, including the size and complexity of the organization, available resources, and the unique types of stress problems faced by the organization. NIOSH identified the following factors in the work environment that may lead to job stress:

The Design of Tasks. These include heavy workloads; infrequent rest breaks; long work hours; shift work; and hectic and routine tasks that have little inherent meaning, do not utilize a worker’s skills, and provide little sense of control.

Management Style. These include lack of participation by workers in decision-making, poor communication in the organization, and lack of family-friendly policies.

Interpersonal Relationships. These include poor social environments and lack of support or help from coworkers and supervisors.

Work Roles. These include conflicting or uncertain job expectations, too much responsibility, and too many “hats to wear.”

Career Concerns. These include job insecurity; lack of opportunity for growth, advancement, or promotion; and rapid changes for which workers are unprepared.

Environmental Conditions. These include unpleasant or dangerous physical conditions, such as crowding, noise, air pollution, or ergonomic problems.

Recommendations for an Organization to Control Job Stress

Although it is not possible to give a universal prescription for preventing stress at work, it is possible to offer guidelines on the process of stress prevention in organizations. Such guidelines, which are derived from NIOSH studies, include:

Ensure that the workload is in line with workers’ capabilities and resources.

Design jobs to provide meaning, stimulation, and opportunities for workers to use their skills.

Clearly define workers’ roles and responsibilities.

Give workers opportunities to participate in decisions and actions affecting their jobs.

Improve communications – reduce uncertainty about career development and future employment prospects.

Provide opportunities for social interaction among workers.

Establish work schedules that are compatible with demands and responsibilities outside the job.

COPYRIGHT ©2006, ISO Services Properties, Inc.