The selected oil company was located in the Sultanate of Oman. It was a large company engaged in
all activities of oil production from exploration to sales, and it was representative of oil industries in
the country. The company was comprised of about 100 operating units, commonly known as assets. A
unit/asset was a section or department responsible for a specialized job, such as a rig, workshop,
exploration, mechanical maintenance, etc. Depending on the unit, the workers were engaged in various
tasks. For example, workers in the rig would be involved in drilling, laying pipes, maneuvering pipes
and casings, etc. Each unit was managed by a team leader, supervisor or section head who was
considered a manager in the study. The managers were graduates in their respective fields. Only a few
managers had little or some experience in ergonomics through university courses or short courses,
while some others gained some knowledge through information booklets. Two occupational
hygienists in the heath, safety and environment department of the company, were responsible for
ergonomics.
The government laws on occupational health and industrial safety require all employers to provide a
safe work place for their employees. There are written organizational policies concerning health and
safety and environment that should be implemented. Safety training is provided to all employees.
However, this had no component of ergonomics in it. Some ergonomics information is available in both
Arabic and English in the form of booklets and in the company website. No short courses on ergonomics
were available in the company. Consultants are available when necessary from overseas. Medical
problems due to injuries are handled by company clinics. There is an injury reporting and investigation
procedure. The company covers all expenses, including wages for the days the employee is not working
due to injury. A medical board decides on the amount of compensation.
The methodology for investigating ergonomics, and OHS in the selected industry involved
development of and conducting a checklist that included questions on: (1) demography of the unit, (2)
OHS issues, (3) ergonomic issues, (4) environmental factors, and (5) management issues. The total
number of injuries for each unit over a 3-year period was provided by the company. Details on each
category and severity of injury were not available for the study.
The questionnaire on demography of the units included questions such as number of workers, types of
jobs, and if targets are used or achieved. Regarding safety issues, the managers were asked questions
about their workers’ absenteeism and number of injuries. The ergonomic issues included questions
regarding worker complaints on health and safety such as back pain, upper body pain, fatigue, stress,
manual material handling, motivation and training. An example of a typical health related question was
‘do you receive complaints of back pain from you employees?’. The environmental factors included
questions on the perception of heat and humidity, noise, light, dust and pollution; while the management
issues included questions on awareness and knowledge of safety committees, worker training, hazard
analysis, ergonomics and OHS regulations. A sample environment related question was of ‘do you have
problem with noise in your asset?’ type.
Checklists were distributed to the managers of 96 units (commonly known as assets) of the
participating oil industry. It was noted that the managers in general were not interested in research, but
would rather use known techniques that have been proven beneficial in the past, especially in the areas of
machines and operations. Telephone calls, reminders and visits were made to convince the managers to
fill out the checklist with a guarantee of full confidentiality.
A.A. Shikdar, N.M. Sawaqed / Computers & Industrial Engineering 47 (2004) 223–232 225
Fifty-six questionnaires were returned after completion. The response rate was 58%, which was
considered good. The data was summarized for subsequent analysis.
บริษัทน้ำมันเลือกตั้งอยู่ในรัฐสุลต่านโอมาน มันเป็นบริษัทขนาดใหญ่ในกิจกรรมทั้งหมดของการผลิตน้ำมันจากการสำรวจการขาย และเป็นตัวแทนของอุตสาหกรรมน้ำมันในประเทศ บริษัทประกอบด้วยประมาณ 100 หน่วย รู้จักกันเป็นสินทรัพย์ทั่วไปปฏิบัติงาน Aหน่วย/สินทรัพย์ถูกส่วนหรือแผนกที่รับผิดชอบงานเฉพาะ เช่นเองอุปกรณ์ อบรมสำรวจ บำรุงรักษาเครื่องจักรกล ฯลฯ ขึ้นอยู่กับหน่วย ผู้ปฏิบัติงานได้หมั้นในการต่าง ๆงาน ตัวอย่าง ผู้ปฏิบัติงานในเสื้อผ้าจะเกี่ยวข้องกับเจาะ วางท่อ ท่อหลบหลีกและ casings ฯลฯ บริหารจัดการ โดยทีมผู้นำ หัวหน้างาน หรือส่วนหัวที่แต่ละหน่วยถือว่าผู้จัดการในการศึกษา ผู้จัดการมีบัณฑิตในสาขานั้น ๆ เพียงไม่กี่ผู้จัดการมีประสบการณ์น้อย หรือบางให้ผ่านหลักสูตรของมหาวิทยาลัยหรือหลักสูตรระยะสั้นในขณะที่บางคนอื่น ๆ ได้รับรู้บางเล่มข้อมูล สองอาชีวสุขภาพ ความปลอดภัย และแผนกสิ่งแวดล้อมของบริษัท hygienists ได้ชอบให้รัฐบาลกฎหมายอาชีวอนามัยและความปลอดภัยอุตสาหกรรมจำเป็นต้องมีนายจ้างทั้งหมดให้เป็นทำงานที่ปลอดภัยสำหรับลูกจ้าง จะเขียนนโยบายองค์กรที่เกี่ยวข้องกับสุขภาพ และความปลอดภัยและสิ่งแวดล้อมที่ดำเนินการ ฝึกอบรมความปลอดภัยให้กับพนักงานทุกคนอย่างไรก็ตาม นี้มีส่วนประกอบไม่มีของให้มัน ข้อมูลบางอย่างให้มีทั้งArabic and English in the form of booklets and in the company website. No short courses on ergonomicswere available in the company. Consultants are available when necessary from overseas. Medicalproblems due to injuries are handled by company clinics. There is an injury reporting and investigationprocedure. The company covers all expenses, including wages for the days the employee is not workingdue to injury. A medical board decides on the amount of compensation.The methodology for investigating ergonomics, and OHS in the selected industry involveddevelopment of and conducting a checklist that included questions on: (1) demography of the unit, (2)OHS issues, (3) ergonomic issues, (4) environmental factors, and (5) management issues. The totalnumber of injuries for each unit over a 3-year period was provided by the company. Details on eachcategory and severity of injury were not available for the study.The questionnaire on demography of the units included questions such as number of workers, types ofjobs, and if targets are used or achieved. Regarding safety issues, the managers were asked questionsabout their workers’ absenteeism and number of injuries. The ergonomic issues included questionsregarding worker complaints on health and safety such as back pain, upper body pain, fatigue, stress,manual material handling, motivation and training. An example of a typical health related question was‘do you receive complaints of back pain from you employees?’. The environmental factors includedquestions on the perception of heat and humidity, noise, light, dust and pollution; while the managementissues included questions on awareness and knowledge of safety committees, worker training, hazardanalysis, ergonomics and OHS regulations. A sample environment related question was of ‘do you haveproblem with noise in your asset?’ type.Checklists were distributed to the managers of 96 units (commonly known as assets) of theparticipating oil industry. It was noted that the managers in general were not interested in research, butwould rather use known techniques that have been proven beneficial in the past, especially in the areas ofmachines and operations. Telephone calls, reminders and visits were made to convince the managers tofill out the checklist with a guarantee of full confidentiality.A.A. Shikdar, N.M. Sawaqed / Computers & Industrial Engineering 47 (2004) 223–232 225Fifty-six questionnaires were returned after completion. The response rate was 58%, which wasconsidered good. The data was summarized for subsequent analysis.
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