Work organisation
The way work is organised or procedures are administered can affect the level of risk to workers. For example:
- there are too few workers for people handling tasks
- people work in isolation, without help or team handling support
- the work lacks variability
- rest breaks are inadequate and dont allow physical recovery
- work days are more than eight hours
- inadequate policies and procedures are in place
- people work too fast and for too long to meet deadlines or to keep up with fast-paced production lines
- equipment and plant is not well maintained, so vibration is excessive and there is a need for forceful exertions.
Ways to control hazards
- Provide adequate rest and recovery time, especially associated with 12 hour shifts, overtime and work arrangements with multiple jobs. Reduce manual tasks for those on shift work.
- Carry out a risk assessment of multiple jobs and manual tasks to determine true exposure time.
- Provide an adequate number of staff to carry out the job.
- Set up procedures for the routine maintenance and servicing of power tools and equipment.
- Alter work arrangements to reduce exposure to risk factors. For example, during slack periods, prepare work for times when deadlines become urgent. Rearrange materials flow to streamline supply and reduce double handling.
- Encourage self-paced work for physically demanding tasks.
- Provide adequate supply of materials to workers on assembly lines. Provide buffers so material can be taken offline. Reduce the speed for abnormal conditions (such as poor quality raw materials or new products).
More information on work organisation is provided in the Manual Tasks Advisory Standard 2000 (now known as a Code of Practice).
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