Ergonomic Considerations for Reopening the Workplace during COVID-19 Pandemic

Published on May 20,2020

How does Ergonomics Fit into the Fight against COVID-19?

The International Ergonomics Association (IEA) defines ergonomics (or human factors) as “the scientific discipline concerned with the understanding of interactions among humans and other elements of a system… to optimize human well-being and overall system performance”. The goal of ergonomics is to reduce error, injuries or illness, health problems and increase productivity and quality.

As much as it pertains to human optimization, ergonomics also applies to information, technology, and facility improvements. Whether you are designing services for employees returning to work who are dealing with fear and anxiety or space planning to abide by social distancing requirements, ergonomics is key in the success to reopening the workplace. BSI’s Ergonomics Practice would like share with you these Six Ergonomic Considerations to support and safe, effective planning and implementation to reopen the workplace policies and practices.

• Standardization – Identify and standardize equipment, processes, and communication channels essential to the business operations. For example, employees should have assigned workstations, chairs, and designated paths of travel to emergency exits and communal spaces. Unnecessary gathering area areas, foot traffic, or shared equipment can present non‑value added work to operations and raise the likelihood of disease transmission. Guidelines may also be extended to limiting personal belongings onsite.
• Remote Work – Assigning work to be done remotely should be a primary strategy to delegate tasks. If job(s) can be completed without onsite hardware/software and without overburdening telecommunication networks, they should be done remotely.

• Shift Change – Shift changes can increase the likelihood of transmission due to increased foot traffic. Shifts should not overlap and should allow enough time for people to leave or enter the workplace with minimal physical interaction between shifts.
• Shift Scheduling – Shifts should be designed to accommodate specific work populations. Older adults and those with chronic medical conditions should be prioritized when possible to protect against exposure. Rely on staggered shifts or non-day shifts to accommodate vulnerable populations.
• Decision Making Trees – Provide flowchart-diagrams for 1) managers/supervisors designing work shifts, vendor drop-offs, and task designation and for 2) employees navigating the workplace, requesting in-person services, and utilizing sterilizing/cleaning supplies.
• Workload Management– New cleaning and disinfecting requirements may place excessive physical and mental stress on janitorial/custodial staff. Engineering and administrative methods should be implemented to eliminate or control repetitive manual work and awkward postures.

• Aisles and Corridors – Nearby employee workstations, communal areas, and entrances should be considered when designating what aisles and corridors are to be used. Aisles and corridors that intersect or pass by occupied areas that do not allow a minimum of 6 feet (2 meter) person-to-person distance should be not used or should be modified. One-way paths are strongly encouraged. Note that if designing aisles or corridors to accommodate multiple people and/or equipment such as carts, additional clearance may be needed. Surfaces should be non-porous and not present additional challenges for janitorial/housekeeping staff.

• Cable Management – Cabling for workstation equipment should not present tripping/falling hazards or impede cleaning efforts. They should run along walls/columns and be secured or guarded, or visually demarcated.
• Common Areas – Creating alternative common areas for breaks, communal equipment (e.g. printer, coffee maker), cleaning supplies, and food storage (e.g. mini fridges) should be considered. By implementing “satellite” common areas closer to workstations, likelihood of disease transmission may be reduced.

• Functional Grouping – The general concept of functional grouping is that items frequently used together should be grouped together. Functional grouping can be utilized to reduce unnecessary movement (e.g. reaching, walking) and improve performance. This can be applied to the placement of cleaning/disinfecting supplies, equipment, workstations, and can even expand to “departmental” grouping where people with the same job functions are in relatively proximity.
• Check Points – If choosing to implement check points (e.g. temperature check stations), strategies to avoid overcrowding should be considered. Checkpoints should be allocated at multiple entry points when possible to reduce crowding. Check points should have clear signs and waiting lines should have demarcated distances. Scheduled check-in times where people wait inside vehicles can be another acceptable approach.

• Workstations – Workstations should be designed to accommodate most of the workforce without introducing risk factors to WMSDs. Whether procuring new workstations or modifying old ones to meet SD requirements, factors such as weight capacity, heights, widths, angles, and clearances of desks, chairs, and peripherals should be considered. Th ANSI/HFES 100 and BIFMA G1 standards provide more specific guidelines. Anti-bacterial equipment and upholstery should also be used when possible, especially for collaborative or high-density spaces and meeting rooms.

• Door systems – Door systems should be designed to limit manual opening and closing and eliminate high-touch surfaces such as traditional doorknobs. Automated systems are preferred, but toe kicks or foot-operated door brackets may also be acceptable. Manual doors should follow a double acting or double degrees design that be opened by pushing or leaning into wherever possible. If used, door handles should have a lever design, as these can activated with elbows or forearms. Keep doors opened or propped when possible.
• Washing and Disinfecting Stations – Washing stations should be equipped with motion activated faucets, towel dispensing, and air-drying systems when possible. Satellite sanitizing stations should also have motion activated or foot-activated mechanisms. With limited supply chains, businesses may choose to produce their own dispensers. Instruction videos on how to make cheap dispensers using proximity sensors, tubbing, and DC pumps can be found online.
• Storage – Personal storage needs may increase if employees are expected to store food items, PPE, and cleaning and sanitizing products within their offices or cubicles instead of a centralized storage area.  Consideration should be given to additional space requirements to minimize clutter, ensure adequate leg clearance underneath worksurfaces, and prevent excessive bending or reaching to access frequently used personal items.   
• Poka-yoke –Poka-yoke is a Japanese term that means "mistake-proofing" or "inadvertent error prevention". Implement poka-yoke by installing visual alert systems outside communal areas to indicate human occupancy and avoid crowding. Another method is to install full-dome/half-dome/convex mirrors in hallways or other areas to alert employees of incoming foot traffic.

• HVAC – Humans work best within a narrow range of temperature, humidity, and airflow. Consider the impact of propped doors/windows and barriers on airflow and temperature (e.g. hot/cold spots) regarding office thermal comfort.
• Luminance/illuminance – If converting areas to new workspaces, it is important to keep light levels even throughout the work areas. The most common recommendation is to keep the ratio of highest to lowest illumination in and around a work area at a ratio of 3-to-1 or less. Consider that the worst performance issues happen occur when a light source is directly in the viewer's line of sight. These problems decrease as the light source is raised above the line of sight. Follow specific illumination standards for guidelines on quantity of illumination (amount, sources, and fixtures) and quality of illumination (e.g. glare, orientation, color, aesthetics).

• Nutrition & Hydration – If employees are being asked to wear face masks or they wear them by choice, it is important to encourage proper hydration and eating habits. Wearing a face covering may deter workers from continuous replenishing of fluids and electrolytes or eating at work due to the fear of disease transmission.
• Promoting Movement Safely – While crowding common spaces or hallways is top priority, it is still important to establish initiatives that promote exercise and motion as a method to prevent the negative health effects of sedentary office work. Designated areas for breaks, “boost breaks”, and other methods to promote physical movement while meeting SD requirements are highly recommended.
• Preventing Burnout – Working in times of a pandemic will take a significant emotional and mental toll on many, even if they are not being directly affected by the crisis. Family problems, social isolation, and disruptions to sleep and work/life balance may all contribute to mental fatigue, stress and anxiety, and potentially burnout. Business should consider implementing initiatives and programs that reduce the risk of fatigue and burnout, foster professional well-being, enable peer and counselling support, and enhance self-care by improving the work environment.

• Written Policies – In order to set the expectations in the “new normal”, written standard policies should be implemented and be made easily accessible to all employees. Without a standard process, we cannot identify abnormalities and correct them in a timely manner. Standard policies should include but not be limited to the following: roles and responsibilities; process charts; equipment and facility design specifications; Standard Operating Procedures (SOPs) for office, facilities, and janitorial staff; risk recognition and mitigation process; auditing process; management of change; and additional resources for management and employees.
• Remote Support – If employees have access to remote support via ergonomic evaluations, developing information on request process, Points of Contact, and preapproved office equipment should be considered. Securing alternative vendors is recommended as it is likely that major office equipment manufacturers and distributors may be facing shortages throughout their supply chain.
• Training – Training on new processes should be documented and audited as needed. Training should not be completed in groups. Sharing information on new policies and trainings should conducted virtually.
• 5S – Continuous improvement should be introduced as common work practice to promote SD behaviors through the use of 5S ("Sort", "Set In order", "Shine", "Standardize" and "Sustain").

Gus Arroyo, M.Sc., AEP, Ergonomics Specialist - BSI

Gus Arroyo supports BSI’s clients with human-system integration and risk management services in the Pacific Northwest. He leads our team’s digital human modeling services and has provided design and risk mitigation support to manufacturing companies in aerospace, food, and solar industries.

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