TUN SYED NASIR

DUW 1012
OCCUPATIONAL SAFETY AND
HEALTH

GROUP MEMBERS :

1. MOHD ASYRAF BIN HASAN

2. AIDIL S ROSLI
3. RIZMAN
LECTURERS NAME :
TITLE

AHMAD BAYAZID BIN PATKAR

: Musculoskeletal

33DPE16F2013

1.0

Introduction

Musculoskeletal Disorders or MSDs are injuries and disorders that affect the human
bodys movement or musculoskeletal system. Muscoloskeleton injuries is a common
injuries that occur in industrial work. Muscoskeleton injurie is means pain at spinal
cord, muscle, tendon and joint.
2.0

Cause
2.1

Ergonomic factor

High task repetition. Many work tasks and cycles are repetitive in nature,
and are frequently controlled by hourly or daily production targets and work
processes. High task repetition, when combined with other risks factors such
high force and/or awkward postures, can contribute to the formation of MSD.
A job is considered highly repetitive if the cycle time is 30 seconds or less.
Forceful exertions. Many work tasks require high force loads on the human
body. Muscle effort increases in response to high force requirements,
increasing associated fatigue which can lead to MSD.
Repetitive or sustained awkward postures. Awkward postures place
excessive force on joints and overload the muscles and tendons around the
effected joint. Joints of the body are most efficient when they operate closest
to the mid-range motion of the joint. Risk of MSD is increased when joints are
worked outside of this mid-range repetitively or for sustained periods of time
without adequate recovery time.
2.2

Individual factor

Poor work practices. Workers who use poor work practices, body
mechanics and lifting techniques are introducing unnecessary risk factors
that can contribute to MSDs. These poor practices create unnecessary stress
on their bodies that increases fatigue and decreases their bodys ability to
properly recover.

Poor overall health habits. Workers who smoke, drink excessively, are
obese, or exhibit numerous other poor health habits are putting themselves
at risk for not only musculoskeletal disorders, but also for other chronic
diseases that will shorten their life and health span.

3.0

Poor rest and recovery. MSDs develop when fatigue outruns the workers
recovery system, causing a musculoskeletal imbalance. Workers who do not
get adequate rest and recovery put themselves at higher risk.

Poor nutrition, fitness and hydration. Workers who do not take care of
their bodies are putting themselves at a higher risk of developing
musculoskeletal and chronic health problems.
Common victim

3.1 40 % of the reported injuries to the Department of Occupactional Safety

and Health ( DOSH ) is
related with musculoskeleton injuries
4.0
4.1

Suggestion
Marking the area

The workplace area must be divided into section. Each section will be represented
by each colour marking for easier to spot.
4.2

Safety technique for lifting

Teamwork and use your leg

4.3

5S cleanliness

Sort The needed and uneeded will be distinguish

Straighten The needed item will be arrange for easy and immediate retrival
Shine Keep the workplace nice and tidy. Oil, grease and lubricant must be clean if
spilled on the floor.
Standardize Set a bench mark for sort, straighten and shine
Sustain Maintain the established procedure

Suggestion to Employer
Follow the regulation, ISO bla bla bla

Management System Process

We follow strong management system process. The Management System Process

contains five steps:
Vision and Objectives: An Operational Excellency (OE) vision is established, or
validated, and specific objectives and measures for success are identified and
cascaded to the workforce.
Planning: A three-year plan is developed to manage the prioritized gaps. Plans are
incorporated directly into business plans, and accountabilities are assigned.
Implementation: Planned actions are implemented along with other business plan
activities. OE networks are engaged to share lessons learned and to seek out best
practices and processes that can be adopted to achieve plan objectives.
Review: An annual review of all activity is conducted to evaluate progress on
performance and to indetify mecessary adjustments to plans to achieve world-class
results.
Assessment: A comprehensive self assessment is completed annually to identify gaps
in OE processes, standards and performance against established objectives. The
leadership team is engaged in assessments and participates in prioritization of
assessed gaps. The highest-priority OE processess and standards are assessed
annually, and a full assessment of all processess and standards is required at least
every three years.
Operational Excellence Management System
Operational Exellence is a complex and multidimensional. It has to be in order to
address all of the potential risks and causes of incidents that can impact our workforce,
the environment and our assets. To help navigate this complexity, we developed the
Operational Excellence Management System (OEMS). This is Mithila's complehensive
approach to managing process safety, health and personal safety, the environment,
reliability and efficiency.
It establishes expectations and requirements for our business units and guides leader
behaviors to manage, prioritize and contineously improve our efforts to protect people
and the environment.
OEMS is the basis for assuring complaince within operating companies and business
units across the Mithila. Through disciplined application of OEMS, we integrate
Operational Excellence into daily operations.
We are ISO 9001: 2008 certified.

Condusive workplace