OSHA Inspection: WILSON SPORTING GOODS CO.

Issued

Aug 16, 2010

Abate by

Oct 19, 2015

Penalty

Initial $4,500 · Current $3,500 Reduced

General-duty citation text

Section 5(a)(1) of the Occupational Safety and Health Act of 1970: The
employer did not furnish
employment and a place of employment which were free from recognized
hazards that were
causing or likely to cause serious physical harm to employees, in that
employees were required
to perform sewing and lacing tasks which exposed them to ergonomic risk
factors including, but
not limited to, excessive force or exertion, repetitive motions and
awkward postures, some of
which were maintained for prolonged periods of time, which have caused,
are causing and are
likely to cause serious musculoskeletal disorder (MSDs) injuries:
(a)January 2005 to present - The Puritan Sewers who work at the Wilson
Sporting Goods
Company have repeatedly performed tasks involving the wrists and shoulders
such as, but not
limited to, grasping and pushing leather panels through sewing machines
and trimming excess
leather with awkward postures and repeated forceful exertions for an
extended duration.
(b)January 2005 to present - The Lacers who work at the Wilson Sporting
Goods Company
have repeatedly performed tasks involving the hands, wrists, and shoulders
such as, but not
limited to, pressing, pulling and pushing to insert the valve stems into
footballs and lacing
footballs with awkward postures and repeated forceful exertions for an
extended duration.
Abatement Methods:
While some ergonomic related risk factors can be reduced or eliminated by
implementing a
single means of abatement, in most cases, a process using components, such
as those which
follow, will provide an effective method of addressing the factors.  This
process  includes
worksite analysis, training and education of employees in injury
recognition and avoidance,
hazard prevention and control, and medical management to provide the most
effective
method
of addressing the factors.  The employer may adopt any measures that are
effective in reducing
or eliminating the risk factors.  Examples of such measures are as follows:
Prioritized programmatic abatement measures include:
1.Minimize extended work hours to reduce the exposure to forceful,
repetitive, awkward
postures and localized muscle fatigue to provide sufficient physiological
rest and recovery
time.  In 2007 the company changed the work schedule in an attempt to
reduce overtime
and eliminate the "peak" and "low" season work schedules.  The incidence
of injuries
was drastically reduced and the MSD Days Away, Restricted or Transferred
(DART) rate
was zero.  As demonstrated by the 2007 changes, the following measures are
feasible:
a.Significantly reduce overtime work.
b.Adjust staffing schedules to eliminate the peak and low season.
In addition, because the incidence of injuries in years other than 2007
was considerably higher
for those workers producing at high rates, the piece rate wage system
should be evaluated and
adjusted, if necessary, to reduce employee exposures.
2.Training and education for all exposed employees, managers,
safety/ergonomic committee
members and employee representatives:
a.Addressing the ergonomic risk factors present in the sewing and lacing
tasks that can lead
to MSDs, the signs and symptoms of MSDs, and how to prevent the recurrence
of
MSDs.
3.Work rotation schedule for the Puritan Sewers to minimize the duration
of time
performing the hazardous sewing tasks.
4.Work rotation schedule for the Lacers to minimize the duration of time
performing the
hazardous lacing tasks.
Prioritized work practice controls are implemented to minimize ergonomic
stressors.
Controls
applicable to this workplace may include:
1.Provide a method to warm the leather immediately prior to performing the
Puritan sewing
or lacing tasks.
2.Ensure the quality of leather is soft to facilitate manipulating the
leather while assembling
the football.
3.Provide a scissor sharpening program to include daily sharpening and as
needed
throughout the work shift.
4.Provide powered scissors for the Puritan Sewers to facilitate cutting
the leather at the
seams.
5.Develop a clamp, guide or fixture to aid the Puritan Sewers in leather
manipulation.
Develop a device for the Lacers to assist in the insertion of the valve
stem into the
football cavity.
6.Provide an effective lubricant for the Lacers to use for inserting the
valve stem into the
football and pulling the lace.  The application of the lubricant should be
under the control
of the lacer.
7.Develop tool management policies and procedures such as, but not limited
to:
a.Include employee participation in the evaluation and selection of new
tools, lubricant,
fixtures, and assistive devices.
Additional Hazard Prevention and Control Measures
Hazard prevention and control includes feasible engineering,
administrative, and work practices
controls.
Examples of engineering controls for Puritan Sewers include:
1.An adjustable workstation under employee control, set up to reduce the
risk of MSDs.
2.An adjustable chair with adjustable arm rests.
3.Tools designed and fit to each worker.
4.Work table space to stage product, equipment and tools.
5.Product staging to reduce extended reaching by the employee to the side
or behind.
6.Product staging bins slightly below elbow height and tilted to improve
access.
Examples of engineering controls for Lacers include:1.An adjustable
workstation under employee control, set up to reduce the risk of MSDs.
2.Provide a sit/stand chair or an adjustable chair for use during bladder
and valve insertion.
3.Tools designed and fit to each worker.
4.Product staging to reduce extended side or behind reaching by the
employee
5.Antifatigue matting (3/8th to 5/8th inches) for all standing
workstations at the air
insertion and lacing fixtures.
6.Product staging bins slightly below elbow height and tilted to improve
access.
Examples of administrative controls for both Puritan Sewers and Lacers
include:
1.A product flow schedule to heat and moisturize the leather immediately
prior to the
performance of sewing or lacing tasks.
a.Move product immediately from the Turner (moisturized warming box) to
the Puritan
Sewer for the closing.  The closed football then should be immediately
moved to the
Lacer for bladder and valve stem insertion and lacing.  Immediate movement
of
the
product between stations will aid in keeping the leather warm, flexible,
and supple.
2.Develop a scheduled preventive maintenance policy and procedures to
address the
following, such as, but not limited to:
a.All workstation adjustment controls
b.All chair adjustment controls
c.Treadle trigger and speed control adjustment s
d.Air trigger pedal and control adjustments
e.Fixture stability
f.Task and overhead lighting.
3.Implement a ramp-up conditioning program or a phase-in rotation schedule
for new
employees and employees returning to work from leave or other absences.
Examples of the work site analysis include:
a.Work site analysis conducted by persons with the appropriate education,
expertise, and
experience to identify and evaluate ergonomic stressors and engineering,
administrative
and work practice controls needed for abatement.
b.Work site analysis includes analysis of all tasks and work place
procedures
to identify
all ergonomic stressors and the body part(s) affected.
c.Employee participation in this analysis process is strongly encouraged.
Examples of occupational medical management include:
1.Schedule a systematic review of the root cause of MSD injuries by
safety/ergonomics
committee members trained in site specific ergonomics.
2.Develop a list of risk factors presented by the Puritan Sewers and Lacer
jobs.
3.Develop a surveillance system for the purpose of preventing occupational
injuries.
a.Use the OSHA 300 Logs, third party administrator injury claim
information, first aid
treatment data, and accident records to identify trends.
4.Take corrective action to reduce exposure to physical hazards.
a.Determine if the task in question can be performed a better way.
b.Following the implementation of corrective action, assess the
effectiveness of the
intervention(s) used to correct the identified problem(s).
5.Assess the effectiveness of the ergonomics program process on an annual
basis.

Issued

May 4, 2010

Abate by

Jun 4, 2010

Penalty

Initial $4,500 · Current $2,500 Reduced

Issued

May 4, 2010

Abate by

May 27, 2010

Issued

May 4, 2010

Abate by

Jun 4, 2010

Penalty

Initial $4,500 · Current $2,500 Reduced

Issued

May 4, 2010

Abate by

Jun 4, 2010

Penalty

Initial $2,250 · Current $1,500 Reduced

Issued

May 4, 2010

Abate by

Jun 4, 2010

Penalty

Initial $2,250 · Current $1,500 Reduced

Issued

May 4, 2010

Abate by

Jun 4, 2010

Penalty

Initial $2,250 · Current $1,500 Reduced

Issued

May 4, 2010

Abate by

Jun 4, 2010

Penalty

Initial $2,250 · Current $1,500 Reduced

Issued

May 4, 2010

Abate by

Jun 18, 2010

Penalty

Initial $4,500 · Current $2,500 Reduced

Issued

May 4, 2010

Abate by

May 20, 2010

Penalty

Initial $2,250 · Current $1,500 Reduced

Issued

May 4, 2010

Abate by

Jun 4, 2010

Issued

May 4, 2010

Abate by

May 7, 2010

Penalty

Initial $4,500 · Current $2,500 Reduced

Issued

May 4, 2010

Abate by

May 27, 2010

Penalty

Initial $900 · Current $500 Reduced

Issued

May 4, 2010

Abate by

May 27, 2010

Penalty

Initial $900 · Current $500 Reduced

Issued

May 4, 2010

Abate by

May 27, 2010

Penalty

Initial $900 · Current $500 Reduced

Issued

May 4, 2010

Abate by

May 27, 2010

Penalty

Initial $900

Issued

May 4, 2010

Abate by

May 27, 2010

Penalty

Initial $900

Issued

May 4, 2010

Abate by

May 27, 2010

Penalty

Initial $900

Issued

May 4, 2010

Abate by

May 27, 2010

Penalty

Initial $900