A comparative analysis of participatory ergonomics programs in U.S. and Japan manufacturing plants

The use of a participative approach to ergonomics is growing in countries throughout the world. This paper compares and contrasts Participatory Ergonomics programs in two U.S. and two Japanese manufacturing plants. All four programs focused on the redesign of repetitive manufacturing jobs to reduce physical stress on workers. In all four cases, this traditional ergonomics concern was addressed in a non-traditional way-involving broad participation of many manufacturing functions who worked together as an ergonomics team and direct input from operators whose jobs were redesigned.

The participatory ergonomics programs were successful in making significant numbers of job changes in both countries. A comparison of the ergonomics programs across countries revealed some significant differences in structure and process. An overarching difference was in how participation was managed. In the Japan cases, participation was a carefully controlled process by which upper management and staff specialists worked through first-line supervisors to get input from workers meeting in quality (or safety) circles. In the U.S., multi-functional and multi-level task forces (including union and worker representatives) were formed and operators were invited to meetings to give input. The U.S. plants gave the task force a great deal of autonomy and virtually all decisions were group decisions. The differences suggest that effective participatory ergonomics programs can take many forms. The best program for any particular plants in differing countries depends on their own unique history, structure, and culture.