Workplace ergonomics in the context of the TOP principle

When designing work, the employer must follow a certain sequence of protective measures according to the TOP principle. Technical measures (T) must be taken first. The workplace must therefore be designed in such a way that hazards do not arise in the first place. At the organisational (O) level, the workload of employees can be reduced, for example, through job rotation. If unavoidable hazards and stresses remain, improvements must be made at the personal (P) level. This includes, for example, protective clothing. An exoskeleton can enable further ergonomic optimisations beyond the legal minimum requirements.

Content

• Initial situation and problem definition in workplace ergonomics
• The TOP principle according to §4 of the Occupational Health and Safety Act
• Technical measures (e.g. ergonomic design of the workplace)
• Organisational measures (job rotation or additional personnel)
• Personal measures (protective equipment or training)
• Summary

Initial situation and problem definition in workplace ergonomics

Optimising workplace ergonomics is one of the most beneficial levers for reducing the physical strain on employees in any physically demanding occupational field - especially in production and logistics. This has a number of positive effects: first and foremost, less fatigue.

More workplace ergonomics means, at its core, optimising employee health and satisfaction with its, in the long run, positive cost-benefit effects at staff level.

On the one hand, this is about physical performance, which can be maintained for longer, and on the other hand, it has positive effects on concentration. This can reduce the potential for errors and thus increase the quality of work. In addition, the subjective satisfaction of the employees also increases, which becomes considerably more important for both the recruitment and retention of personnel from an HR perspective.

The TOP principle according to §4 of the Occupational Health and Safety Act

The TOP principle is a central requirement that results indirectly from §4 of the Occupational Health and Safety Act and requires a certain sequence of protective measures. The abbreviation TOP is broken down as follows:

• Technical measures - for example ergonomic measures on machines, warehouses or production lines
• Organisational means - for example, rotation system at workplaces
• Personal measures - for example, occupational health management, protective clothing or personal support systems

The sequence of protective measures follows the legal requirement that risks must be mitigated by the employer directly at their source. The source can be the warehouse, the production line or another type of work area and the associated tools. These framework conditions must first be optimised. In simplified terms, this means, for example, that a conveyor belt is positioned at an ergonomic height. This is followed by organisational measures, such as job rotation at workplaces with different levels of stress. Only then do we start on a personal, individual basis. This is where the use of exoskeletons comes into play.

There is a lot of further potential for workplace ergonomics at the personal level. This is especially true when technical and organisational measures cannot be implemented or further optimised.

Technical measures at the workplace

Theoretically, forced postures and tiring movements can be avoided by enabling ergonomic postures through workplace design, but in practice this is not always satisfactory. In the automotive sector, for example, work has to be done overhead when assembling the underbody of a vehicle. It is not possible here to lay the large workpiece on its side and position it ergonomically in front of employees. This is all the more true the larger, heavier and more unwieldy the products become.

As an extreme example: While small electrical appliances can be turned manually, this is impossible with an agricultural vehicle such as a combine harvester.

The technical level of the TOP principle can therefore reach its limits. In the example mentioned, an exoskeleton can make overhead work much easier. The forced posture otherwise quickly leads to fatigue and tension in the arms and shoulders. The exoskeleton supports the lifting with active or passive upward force and thus ensures concentrated and clean work over the entire working period.

Organisational measures such as job rotation and additional staff time

Organisational measures can also be implemented if the technical level has been exhausted. It is examined how the strain on the individual worker can be reduced, for example by limiting the activity in terms of time or increasing the number of personnel. Possibilities are longer rest breaks, job rotation or more staff for individual work steps. However, staff resources are often scarce and job rotation is not always desired or feasible by employees.

Personal measures for more workplace ergonomics

If the analysis shows that the workplace cannot be modified and the work cannot be better organised, exoskeletons can be used to reduce stress. Whether an activity or a workplace is suitable for this can be assessed by an experienced ergonomist. Even if other measures such as increasing staff density or costly conversion measures to production facilities should be possible, these do not always have to be the best option. Optimising work design on a personal basis by means of an exoskeleton can be an economically sensible measure with which better ergonomics and employee satisfaction can be achieved.

Summary

Job rotation, increased staff density, technical conversion measures and much more often come up against hard limits when it comes to optimising processes and workplace design. It may fail due to practical feasibility or costs. On a personal level, however, there are effective levers. With the use of exoskeletons, great successes can be achieved in production and logistics, for example. This applies to safe, careful and productive work as well as to employee satisfaction, which is becoming increasingly important from an HR perspective.

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