Part of the ASSE Virtual Symposium - Safety in Manufacturing: Management Techniques and Technical Best Practices Material handling. Machine safeguarding. Ergonomic design. Learn about these topics and many more in ASSE's first learning event focused on safety in the manufacturing workplace. http://www.asse.org/education/manufacturing/index.php

1. An Ergonomics Program –
The Honda Experience

2. 2
Mr. Honda – the man behind the
company that bears his name

3. 3
Honda Global Operations

4. 4
Honda in North America

5. 5
Honda in North America

6. 6
Honda in North America
 Honda has steadily expanded its capabilities to create products in
North America, from product concept and design, to full development
and production.

7. 7
Honda Manufacturing in NA

8. 8
Honda R&D in NA

9. 9
History of Ergonomics at Honda
 late 1980’s
– ergonomics awareness programs
– focus was on back problems
 early to mid- 1990’s
– “reactive” approach
– framework of ergonomics program

10. 10
History of Ergonomics at Honda
 mid- to late 1990’s
– developed a company ergonomics policy
– used Auburn Engineers to assist with the
strategic plan
75%
25%
ergonomic non-ergo
1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
fiscal year
injurycount
1995-1999

11. 11
Honda’s Ergonomics Needs
 Honda recognized the need
to establish the following:
– structured program
– metrics
– engagement of all associates

12. 12
Overall Objectives of the Program
 Minimize introduction of risk in the
manufacturing operations.
 Focus on issues related to parts
specifications and process set-up.
 Enhance long-term relationships between
design, manufacturing/production,
engineering and other technical/support
groups.

13. 13
Ergonomics Program
Requirements
1. Medical Management
2. Associate Development
3. Process Assessments
4. Ergonomics Controls
5. Management Leadership and Commitment
6. Associate Involvement

14. 14
Ergonomics Successes
 1 – Medical Management
– provide opportunities for recovery
• Early Intervention Program
• Modified Work Program
• Work Recovery Program
• Transitional Work Assignment

15. 15
Ergonomics Successes
 2 - Associate Development
– more than just training
• increase awareness
• enhance skills
– needs to be appropriate to job function
• production associates
• supervisors
• technical staff
• management team
– use outside experts (Auburn Engineers)
then develop in-house expertise

16. 16
Ergonomics Successes
 3 - Process Assessments
– determine what is “acceptable” or not
• level of exposure
• duration/frequency of exposure
– common “criteria”
• based on associate performance characteristics
• set up for continuous improvement
conditions to avoid – high risk
marginal – moderate risk
design target – low risk

17. 17
Honda Ergonomics Guidelines
Development
 study tasks
 gather information
– benchmarking
– literature search (Auburn Engineers, etc.)
– internal research studies (VTU, OSU, etc.)
 develop specifications
Honda Ergonomics Clearance Guidelines
> 4.1" 4.0" < 3.9"
> 102mm 100 mm < 98 mm
> 2.1" 2.05" < 2"
> 52mm 50.5 mm < 49 mm
> 5.9" 5.8" < 5.7"
> 149mm 146.5 mm < 144 mm
> 6.5" 6.45" < 6.4"
> 164mm 162.5 mm < 161mm
> 5.35" + X" 5.25" + X" 5.16" + X"
> 136mm + Xmm 133.5mm + Xmm < 131mm + Xmm
where where where
X = diameter of part X = diameter of part X = diameter of part
> 3.23" + X" 3.17" + X" 3.11" + X"
> 82mm + Xmm 80.5 mm + Xmm < 79mm + Xmm
where where where
X = diameter of part X = diameter of part X = diameter of part
< 2.36" 2.46" > 2.56"
< 60mm 62.5 mm > 65mm
< 10.59" 10.87" > 11.14"
< 269 mm 276 mm > 283 mm
Reach
from Wrist
Maximum reach
distance for a hand
into an access hole
up to the w rist
Reach
from
Elbow
Maximum reach
distance for a hand
into an access hole
up to the elbow
Hand
Clearance
+ Part
Required space to fit
a part being gripped
w ith the hand
Finger
Clearance
+ Part
Required space to fit
a part held betw een
the fingers and thumb
Wrist
Access
Required diameter of
an access hole to fit
the hand up to the
w rist
Elbow
Access
Required diameter of
an access hole to fit
the hand up to the
elbow
Hand
Clearance
Required space for a
flat hand to fit
betw een tw o parts
Finger
Clearance
Required space for a
finger to fit betw een
tw o parts
Red
Yellow
(Midpoint)
Green
Accommodates
99th %ile male or
1st %ile female
Accommodates
95th %ile male or
5th %ile female
Does not
accommodate
X
X
Honda Ergonomics Clearance Guidelines
> 4.1" 4.0" < 3.9"
> 102mm 100 mm < 98 mm
> 2.1" 2.05" < 2"
> 52mm 50.5 mm < 49 mm
> 5.9" 5.8" < 5.7"
> 149mm 146.5 mm < 144 mm
> 6.5" 6.45" < 6.4"
> 164mm 162.5 mm < 161mm
> 5.35" + X" 5.25" + X" 5.16" + X"
> 136mm + Xmm 133.5mm + Xmm < 131mm + Xmm
where where where
X = diameter of part X = diameter of part X = diameter of part
> 3.23" + X" 3.17" + X" 3.11" + X"
> 82mm + Xmm 80.5 mm + Xmm < 79mm + Xmm
where where where
X = diameter of part X = diameter of part X = diameter of part
< 2.36" 2.46" > 2.56"
< 60mm 62.5 mm > 65mm
< 10.59" 10.87" > 11.14"
< 269 mm 276 mm > 283 mm
Reach
from Wrist
Maximum reach
distance for a hand
into an access hole
up to the w rist
Reach
from
Elbow
Maximum reach
distance for a hand
into an access hole
up to the elbow
Hand
Clearance
+ Part
Required space to fit
a part being gripped
w ith the hand
Finger
Clearance
+ Part
Required space to fit
a part held betw een
the fingers and thumb
Wrist
Access
Required diameter of
an access hole to fit
the hand up to the
w rist
Elbow
Access
Required diameter of
an access hole to fit
the hand up to the
elbow
Hand
Clearance
Required space for a
flat hand to fit
betw een tw o parts
Finger
Clearance
Required space for a
finger to fit betw een
tw o parts
Red
Yellow
(Midpoint)
Green
Accommodates
99th %ile male or
1st %ile female
Accommodates
95th %ile male or
5th %ile female
Does not
accommodate
X
X
Honda Ergonomics Clearance Guidelines
> 4.1" 4.0" < 3.9"
> 102mm 100 mm < 98 mm
> 2.1" 2.05" < 2"
> 52mm 50.5 mm < 49 mm
> 5.9" 5.8" < 5.7"
> 149mm 146.5 mm < 144 mm
> 6.5" 6.45" < 6.4"
> 164mm 162.5 mm < 161mm
> 5.35" + X" 5.25" + X" 5.16" + X"
> 136mm + Xmm 133.5mm + Xmm < 131mm + Xmm
where where where
X = diameter of part X = diameter of part X = diameter of part
> 3.23" + X" 3.17" + X" 3.11" + X"
> 82mm + Xmm 80.5 mm + Xmm < 79mm + Xmm
where where where
X = diameter of part X = diameter of part X = diameter of part
< 2.36" 2.46" > 2.56"
< 60mm 62.5 mm > 65mm
< 10.59" 10.87" > 11.14"
< 269 mm 276 mm > 283 mm
Reach
from Wrist
Maximum reach
distance for a hand
into an access hole
up to the w rist
Reach
from
Elbow
Maximum reach
distance for a hand
into an access hole
up to the elbow
Hand
Clearance
+ Part
Required space to fit
a part being gripped
w ith the hand
Finger
Clearance
+ Part
Required space to fit
a part held betw een
the fingers and thumb
Wrist
Access
Required diameter of
an access hole to fit
the hand up to the
w rist
Elbow
Access
Required diameter of
an access hole to fit
the hand up to the
elbow
Hand
Clearance
Required space for a
flat hand to fit
betw een tw o parts
Finger
Clearance
Required space for a
finger to fit betw een
tw o parts
Red
Yellow
(Midpoint)
Green
Accommodates
99th %ile male or
1st %ile female
Accommodates
95th %ile male or
5th %ile female
Does not
accommodate
X
X

18. 18
Ergonomics Successes
 4 – Ergonomics Controls
– start with current concerns
• use skills of production associates
• work methods improvements
– process modifications
• task allocation/line re-balancing
• packaging changes
• equipment acceptance
– anticipate future concerns
• manufacturing innovation
• new technologies

19. 19
Ergonomics Controls
 process and equipment set-up
tool to
start lug
nuts on
wheels
reduced
amount of
twisting to
finger start lug
nuts
Repetition Posture
added assist arm
to help lift totes
into heating
oven
minimized
raising arms
and bending
wrists
Force
assist
device
provided significantly
reduced manual
exertion required
to push rack

20. 20
Ergonomics Successes
 5 - Management Leadership/Commitment
– Company Principle
• Maintaining a global viewpoint, Honda is dedicated to
supplying products of the highest quality, yet at a
reasonable price, for worldwide customer
satisfaction.
– view ergonomics as one aspect of the business

21. 21
Management
Leadership/Commitment
“There is no production
without safety!”
Soichiro Honda
founder

22. 22
Management
Leadership/Commitment
 correlate ergonomics with other priorities
– example – trunk seal

23. 23
Ergonomics Successes
 6 – Associate Involvement
– use existing incentive programs
• Production Associates
– Suggestion System
– NH Circles
• Technical Staff/Management Team
– HAM Team Challenge / Technical Festival
– join annual Ergo Cup competition
– move from an “ergonomics expert-based”
system to a system molded and sustained
by the true “job experts”

24. 24
Associate Involvement

25. 25
Associate Involvement

26. 26
Associate Involvement

27. 27
Associate Involvement

28. 28
1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
fiscal year
injurycount
2000-2002
Ergonomics Successes
 late 1990’s to early 2000’s
– implemented several changes within the plant
• 2000 to 2002: injuries started to decrease, but not
at a fast enough rate
So what else
is missing?
65%
35%
ergonomic non-ergo
75%
25%
ergonomic non-ergo

29. 29
Ergonomics Successes
 early to mid-2000’s
– involved designers
• incorporate ergonomics into New Model development
– design parts “right” the first time

30. 30
Ergonomics with Honda R&D
ASSOCIATE
requires an optimal
manufacturing environment
SAFETY/PROCESS/TECH/NM/EQPT
which requires study
and associate feedback
which requires detailed information
forwarded to design side
DESIGNER
features
performanc
e
structural
integrity
weight
cost
which must then be
balanced with other
business goals
an outstanding product
to come up with
the best designs
for Honda

31. 31
Ergonomics Successes - Design

32. 32
Ergonomics Successes - Design
vent ducts on instrument panel
before: 22 fasteners to connect defrost ducts
to mid-upper comp of instrument panel
vent ducts on instrument panel
after: In-House Vibration Welded Assembly
(Instrument Panel combi, defrost and A/C ducts)
- assembly of five separate pieces into one
- reduction of more than 30 tapping screws
- reduced weight
- fewer opportunities for rattles (dropped screws)

33. 33
Ergonomics Successes - Design
 established NA Top Ten
– looked at issues where all Honda plants in
NA had common problems
– correlated ergo issues with quality and
productivity problems as well

34. 34
Ergonomics Successes - Design
 design now to be “commonized”
across various models
2008 Accord

35. 35
1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
fiscal year
injurycount
Ergonomics Successes
 mid- to late-2000’s
– continued changes in the plant PLUS design changes
• 2003 to 2011
– all injuries reduced by ~70% compared to end of FY 2002 and by
~85% to ~90% compared to late 1990’s
65%
35%
ergonomic non-ergo
75%
25%
ergonomic non-ergo
41%
59%
ergonomic non-ergo

36. 36
Ergonomics Successes
 evaluating
effectiveness
of control
measures
Plant Dept. ID #
Project Name Project Start Date
(title) Date Counter-Measure Verified Effective
Overall, how did the BEFORE condition rate using ergo Guidelines?
Green Yellow Red
Which Ergo Guidelines did you use?
What injuries have occurred from this task in the last 12 months?
Q
C
D
M
Was this project more Proactive or Reactive?
Was this project more related to Design or Mfg.?
Counter-Measure Description:
CM Cost Labor hrs Date of CM
Expense Implementation
Investment
How did you gather Associate Input? Overall, how did the AFTER condition rate using ergo Guidelines?
Comfort Survey Green Yellow Red
At the Spot
Formal Meeting What injuries have occurred since CM implementation?
Other__________
Q
C
What other types of info is available? D
Root cause analysis M
Detailed ergo risk factor analysis
Recommendations Contact Information (name)
Other__________ Phone number (with area code)
Plan Before the Counter-Measure
Before Snapshot
X
SAF ERG 10 and 14
What other BEFORE
data indicates that
this task needs
improvement?
Do
After Snapshot X
X
The Counter-Measure
FC associates developed a new inspection station, which eliminates part lifting. It
has openings in the table to help flip the parts over, and includes conveyers to
move the parts. It is also smaller, which reduces reaching. A set of power
rollers now allows associates to inspect vents without excessive neck bending.
Adjustable platforms accommodate both tall and short associates.
Check/Action Verify the Counter-Measures Effectiveness
XX
X
What other After
data shows CM had
an impact on
Business Goals?
Any recommendations to others
facing the same issue?
Problem
Statement
Check all
that apply
(Improved)
X
X
that apply
Disc Inspect
AEP FC 17
8/15/01
none
Joe Associate
937-498-4545
7/15/00
10/15/01
2 shoulder strains
Ferrous Casting inspection workstation for brake discs resulted in
high force exertions and awkward wrist postures to lift and turn the
parts, long reaches to get and discharge parts.
Plant Dept. ID #
Project Name Project Start Date
(title) Date Counter-Measure Verified Effective
Overall, how did the BEFORE condition rate using ergo Guidelines?
Green Yellow Red
Which Ergo Guidelines did you use?
What injuries have occurred from this task in the last 12 months?
Q
C
D
M
Was this project more Proactive or Reactive?
Was this project more related to Design or Mfg.?
Counter-Measure Description:
CM Cost Labor hrs Date of CM
Expense Implementation
Investment
How did you gather Associate Input? Overall, how did the AFTER condition rate using ergo Guidelines?
Comfort Survey Green Yellow Red
At the Spot
Formal Meeting What injuries have occurred since CM implementation?
Other__________
Q
C
What other types of info is available? D
Root cause analysis M
Detailed ergo risk factor analysis
Recommendations Contact Information (name)
Other__________ Phone number (with area code)
Plan Before the Counter-Measure
Before Snapshot
X
SAF ERG 10 and 14
What other BEFORE
data indicates that
this task needs
improvement?
Do
After Snapshot X
X
The Counter-Measure
FC associates developed a new inspection station, which eliminates part lifting. It
has openings in the table to help flip the parts over, and includes conveyers to
move the parts. It is also smaller, which reduces reaching. A set of power
rollers now allows associates to inspect vents without excessive neck bending.
Adjustable platforms accommodate both tall and short associates.
Check/Action Verify the Counter-Measures Effectiveness
XX
X
What other After
data shows CM had
an impact on
Business Goals?
Any recommendations to others
facing the same issue?
Problem
Statement
Check all
that apply
(Improved)
X
X
that apply
Disc Inspect
AEP FC 17
8/15/01
none
Joe Associate
937-498-4545
7/15/00
10/15/01
2 shoulder strains
Ferrous Casting inspection workstation for brake discs resulted in
high force exertions and awkward wrist postures to lift and turn the
parts, long reaches to get and discharge parts.

37. 37
Ergonomics Successes
 communicate and share

38. 38
Ergonomics Successes
 diffusion of ideas

39. 39
Ergonomics – Does It Work?
 overall injury count decreased
 percentage of ergo cases also reduced
1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
fiscal year
injurycount
ergo non-ergo~70% to ~75% ergo ~50% to ~40% ergo

40. 40
Pitfalls and Challenges
 getting and using complete and correct data
– example – carpet install
• original condition
– one-piece
– ~27.6 pounds
– resulted in several back injuries
» presumably from lifting
• countermeasure
– asked Design Team to split carpet into two pieces
– front = ~14.1 pounds, rear = ~13.9 pounds
– continued to experience
back-related incidents
• too focused on weight of the part
• did not consider location of where part
was being installed (work height)

41. 41
Pitfalls and Challenges
 getting and using complete and correct data

42. 42
Pitfalls and Challenges
 more complex products
– market-driven features
– vehicle safety requirements
 more complicated operations
– more sensitive parts/components
– global, flexible manufacturing
 associate factors
– “aging” workforce
– increased diversity

43. 43
Pitfalls and Challenges
 more with less
– resource allocation issues
– avoiding “complacency”
1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
fiscal year
injurycount
ergo non-ergo
~70% to ~75% ergo ~50% to ~40% ergo

44. 44
Future of Ergonomics at Honda
 2010’s and beyond – the focus
– production associate behavior
• train associates on good techniques/work methods
– management behavior
• more “at-the-spot” reviews of working conditions
– countermeasure activity
• continue implementing ergo program elements
– promote more associate involvement
– enhance existing medical management programs
– improve training and expand work hardening and physical
conditioning for new hires/transfers
– sustain efforts in eliminating/reducing risk factors

45. 45
Future of Ergonomics at Honda
 2010’s and beyond – the focus
Training
Administrative
CM
E–Side CM
D–Side
CM
Ergo Risk Reduction Effectiveness
D–Side CM
Eliminates
Hazard
E–Side CM
Eliminates Hazard
for Specific Group
Administrative CM
Training – Attempts to Change Behaviors
Ergo CM Hierarchy of Controls
Reduces
Exposure to
Hazard

46. 46
Future of Ergonomics at Honda
 2010’s and beyond – the focus
– supplement (NOT replace) current activities
with specialized training and countermeasure
activities to prevent human error and enhance
human performance

47. 47
Future of Ergonomics at Honda
 2010’s and beyond – the focus
– explore use of new technologies
– collaborate with research institutions
• The Ohio State University
• Virginia Polytechnic Institute and State University
• American International College

48. 48
Questions? Comments?