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compensation costs if they are implemented correctly. However, experience has also shown that unless work­ers are accepting of workplace redesign, the interven­tions will not be effective.
A proven method to maximize the effectiveness of workplace interventions is through the implementation of an ergonomics process. These processes are designed to address occupational health issues in a timely manner and create an environment that fosters worker acceptance of engineering interventions. Ergonomics processes grew out of efforts to control musculoskeletal disorders in meat packing facilities (164). The logic behind this approach is to develop a system or process to identify and correct mus­culoskeletal problems associated with work. It is consid­ered a process instead of a program since it is intended to become an ongoing surveillance and correction compo­nent of the business operation instead of a one-time effort.
The process is intended to encourage management and labor to communicate and work as a team to accomplish a common goal of worker health. In order to address the psychosocial issues in the workplace, a ke y component of an ergonomics process is worker empowerment. Workers are encouraged to take an active role in the process and take control and ownership of work design suggestions and changes. Thus, the process encourages a participa­tory approach. Benefits of such an approach include increased worker motivation, job satisfaction, and greater acceptance of change. The goal is to create an environ­ment where the success of the operation is the objective as opposed to the interests of any given individual.
There are several functions of a successful ergonomics process. These functions include: management leadership and commitment, employee participation, job analysis leading to injury prevention and control, training, med­ical management, program evaluation, and documenta­tion. A successful process begins with the creation of an ergonomics committee. The committee composition should be balanced between management and labor to encourage a balanced effort to work toward the common goal. Committee members should include those involved with the design of work layout as well as those empow­ered to dictate scheduling. In addition, labor representa­tives to the committee should include those employees who have broad experience with many of the jobs in the facility as well as those emplo y ees w ho can communicate well with the majority of the other workers. This com­mittee then becomes the center of all ergonomic-related activities within the facility.
The ergonomics process is actually a system where the different components of the system interact to produce the desired effect. The interactions within this system are shown in Fig. 17-8. This f igure indicates that the ergo­nomics committee is at the heart of the interactions with all the components of the process. The process begins with management involvement. Ergonomics processes must be driven from the top down. Thus, management
CHAPTER 17/OCCUPATIONAL ERGONOMICS / 193
FIG. 17-8. The interaction of elements within an ergonomics process.
must initiate the process and visibly demonstrate com­mitment to the process. In addition, management must provide resources to the committee. These resources should include financial resources so that physical inter­ventions can be implemented as well as access to infor­mation such as injury records, production schedules, and so forth.
As indicated in Figure 17-8, the fundamental responsi­bilities of the ergonomics committee are threefold. First, the committee must monitor the workplace to determine where clusters of work-related musculoskeletal injuries are located. Techniques for surveillance include injury reports as well as surveying w orkers for symptom record­ing. In order that ergonomic efforts become preventive rather than reactive it is important to solicit the coopera­tion of all workers in this effort. Medical personnel can help facilitate this effort by helping the committee inter­pret the trends in an objective fashion. The second responsibility of the committee is the prevention and con­trol of occupationally related musculoskeletal disorders. For the purposes of LBD , the techniques discussed earlier can be employed to help isolate the nature of any poten­tial problems associated with the design of work. The issue of interest here is often “how much exposure to risk factors is too much exposure?” Thus, quantitative meth­ods can be used to help determine which changes are needed and their likely impact. As indicated in the figure, ergonomic experts can be useful in assisting the commit­tee in performing these assessments. The third responsi­bility of the committee is the training and education of the workers. Several levels of training are typically nec­essary. All workers should receive short duration aware­ness training to inform them that an ergonomics process is in place, familiarize them with risk factors, and explain to them how to interact with the process. In addition, workers should receive training as to the types of symp­toms that need to be reported to the committee for pre­vention to be successful. Higher level training should also
194 /SECTION III/THE INJURED WORKER
be provided to engineers and supervisors. In general, training should be of sufficient detail so that management understands the functioning of the process and so that they do not become an impediment to the process suc­cess. Both medical professionals and ergonomic special­ists can facilitate these activities.
Medical management and the ergonomic experts serve as resources to the committee for the process responsibil­ities. The goal of a process is not to make the ergonomics committee into ergonomics experts, but to encourage them to actively involve experts to accomplish the goals of the process. These experts can be valuable in terms of advising the committee as to how and when to perform surveillance activities as well as suggesting appropriate interventions for a given situation.
It is imperative that the pro gram be evaluated regularly to justify its continuation. Issues such as the achievement of program goals, reductions of musculoskeletal disor­ders, hazard reduction, and employee feedback should be considered. Corrective actions should be taken in re­sponse to the evaluation. Finally, documentation is an important part of a successful program. Records should be kept that document the changes made to the workplace and that can serve as justif ication of expenditures. These records can also be used to transfer knowledge to new team members.
Ergonomics processes can hav e a significant impact on musculoskeletal risk, but only if the process is performed correctly and maintained. Keys to process maintenance include strong direction, realistic goals, establishment of a system to address employee concerns, early interven­tion success, and publicity for the intervention.
CONCLUSIONS
This review has shown that LBDs are common in the workplace and associated with occupational tasks when the risk factors of manual materials handling, bending and twisting, and whole-body vibration are present. The load-tolerance relationship represents a sound biome­chanically plausible avenue to support the epidemiologic findings. Sophisticated biologically assisted biomechan­ical models have been developed that have been used to quantitatively assess many situations (in the laboratory) that are common to workplaces. There are also a host of quantitative workplace assessment tools available to assess risk directly at the w ork site. These tools appear to be most sensitive if they are multifactorial in nature and assess the load movement exposure and torso kinematic responses to work situations in three-dimensional space. The more precisely these job requirements are docu­mented the better the association with risk. Finally, the implementation of ergonomic change in the workplace must consider psychosocial issues in the workplace in order to foster worker acceptance of change. The imple-
mentation of an ergonomics process can be useful for these purposes.
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SECTION IV
Surgery
CHAPTER 18

Preparation for Surgery

Orso L. Osti, Simon Macklin, and Hiroaki Nakamura
PREOPERA TIVE ASSESSMENT
Significant changes have occurred over the last 30 years in the way patients are counseled before surgery. It is paramount that plainly written information on the rele­vant surgical procedure, containing appropriate illustra­tions, be available to patients before surgery. Audiovi­sual equipment can be used; however, in view of the emotional implications of surgical intervention for pain, a face-to-face preoperative discussion between the sur­geon and patient is advised. The surgeon needs to en­sure that all appropriate imaging is available at the time of the surgery and that a recent body pain drawing is available to confir m the site and pattern of distribution of preoperative symptoms. Obtaining informed written consent, which should include financial details of the surgery, is mandatory before the operation. The consent form should be signed by the surgeon and patient at the same time and, preferably, within days of the operation. Consent should be obtained immediately before sched­uling the patient for surgery and one should reappraise the consent form with the patient on the day of the oper­ation.
PREANESTHETIC ASSESSMENT
A detailed preanesthetic assessment is an essential pre­requisite to safe anesthetic practice. It offers the anes­thetist the opportunity to identify the presence of comor­bid medical conditions, arrange for optimization of those conditions if required, identify other confounding factors (e.g., difficult venous access or airway), discuss options for preoperative medication and postoperative analgesia, and obtain informed consent for the anesthetic. It is important to discuss the possible requirement for blood transfusion at this point and explore potential strategies for blood conservation. This may be particularly relevant in those with a religious objection to the use of homolo­gous blood products.
A number of specific questions should be considered: Is there a previous anesthetic history? If so, were there any complications? Are there cardiac, respiratory, or endocrine comorbidities? Is airway management ex­pected to be difficult?
Most institutions have guidelines for appropriate pre­operative investigations based on the patient’s age and comorbidities. Table 18-1 shows the guidelines currently in use at the Royal Adelaide Hospital.
PREOPERATIVE MEDICATIONS
With few exceptions, therapeutic drugs taken for con­current diseases should be continued up to the time of surgery (1). The notable exceptions to this rule are: aspirin and other nonselective nonsteroidal antiinflamma­tory drugs (NSAIDS), hypoglycemic agents, and mono­amine oxidase inhibitors. Aspirin and nonselective NSAIDS (which act on both cyclooxygenase 1 and 2 enzymes) should be discontinued for 7 to 10 days before surgery to allow recovery of platelet aggregation. The newer cyclooxygenase 2 inhibitors (e.g., rofecoxib and celecoxib) are free from platelet aggregation inhibition and can be continued up to the time of surgery without a risk of increased bleeding because of platelet dysfunc­tion.
A range of new specific platelet aggregation inhibitors, clopidogrel (Iscover [Bristol-Myers Squibb Pharma­ceuticals, Australia] and Plavix [Sanovi-Synthelabs, Australia]) or ticlopidine (Ticlid [Roche Products, Australia]), recently have been introduced for use in patients with acute coronary syndrome or for use in thromboembolic prophylaxis. These should be stopped at least 5 days prior to surgery to prevent excess bleeding owing to platelet dysfunction.
Monoamine oxidase inhibitors are associated with a high incidence of CNS side effects if piperidine-based opioids are used for analgesia. These side effects may be
201
202 /SECTION IV/SURGERY
TABLE 18-1. The current guidelines for preoperative investigations in use at the Royal Adelaide Hospital
Investigations Clinical Indications
Electrocardiogram Men aged 45 years and over
(ECG)
a
Women aged 50 years and over Hypertension Current or past significant cardiac
disease
Current or past significant
circulatory disease
Current or past significant
pulmonary disease
Diabetes mellitus; person aged 35
years and over Renal disease Thyroid or other metabolic disease Morbid obesity Sleep apnea History of alcoholism Cardiac drug therapy Radiation or chemotherapy Other clinical indications
Chest x-ray (CXR)
b
Current or past significant
pulmonary disease Asthma or COAD that is debilitating
or with a change of symptoms Ongoing pulmonary infection
(productive cough with colored
sputum or a change in nature of
sputum) Cardiovascular disease
Current or past significant
disease, or
A change in symptoms Cardiothoracic procedure since
last CXR Cardiac pacemaker or implanted
defibrillator Thyroidectomy for information on
trachea Malignancy Sleep apnea Radiation or chemotherapy Other clinical indications
Compete blood Aged 65 years or over and when
examination clinically indicated
c,d
(CBE)
Surgery with a potential for
significant blood loss Recent history of blood loss or
donation Known anemias Bleeding disorders Anticoagulation therapy Malignancy, including hematologic Radiation or chemotherapy Renal disease
(continued)
a
An ECG is valid for 6 months unless there has been a change in symptoms or clinically indicated.
b
If a CXR is clinically indicated, obtain a CXR if none was obtained in the last year or if symptoms
have changed since the last CXR.
c
A hemoglobin level +/platelet count my suffice in the majority of cases.
d
A CBE is valid 6 months unless clinically indicated.
e
Valid for 6 months if last set of results is normal unless clinically indicated.
f g
Specify tests required (i.e., spirometry, blood gases, or carbon monoxide diffusion factor)
h
Valid for 1 year unless clinically indicated.
i
Valid for 1 year unless symptoms have changed or clinically indicated.
Investigations Clinical Indications
CBE, continued Histor y of alcoholism
Severe chronic disease History of current infection Other clinical indications (e.g.,
platelet count for regional anesthesia)
Biochemistry (Urea Aged 65 years or over and when
and electrolytes)
e
clinically indicated Renal disease Diabetes mellitus Cardiovascular disease Hypertension Adrenal and other endocrine
disease
Liver disease Cardiac drugs Diuretics Steroids Chemotherapy Fluid and electrolyte abnormality
(e.g., diarrhea, malabsorption, or bowel preparation)
Other clinical indications
Liver function tests
f
Pancreatic disease Bleeding disorder History of or exposure to hepatitis Human immunodeficiency virus or
acquired immunodeficiency
syndrome History of alcoholism Chemotherapy Other clinical indications
Lung function tests
g,h
History of lung disease, dyspnea,
or orthopnea and
Need to determine degree of
Determine baseline condition,
Cardiothoracic procedure Significant skeletal abnormality
(e.g., kyphoscoliosis) Morbid obesity Other clinical indications
Echocardiogram Previously uninvestigated or
(ECHO)
i
undocumented heart murmur Severe cardiac disease or
symptoms of severe dyspnea
or unstable angina where an
assessment of left ventricular
function is valuable
reversibility or
in anticipation of postoperative ventilation