Abstract
In this paper, we use a project management approach as a basis for describing the process of implementing changes as part of a musculo-skeletal disorder (MSD) prevention program in two primary aluminium processing plants. In this participatory program, seven Ergo groups produced nine diagnoses, leading to 40 change implementation projects, 23 of which were subsequently carried out over a period of 18 months. A qualitative analysis based on several data sources, including the personal logs of four ergonomists responsible for monitoring the Ergo groups, led to the identification of the following variables: scope, sector, project ownership and project management It also showed how these variables influenced project outcomes. A number of elements are proposed for consideration when preparing and implementing this type of program.
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