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Article type: Research Article
Authors: Antle, David M.; | MacKinnon, Scott N. | Molgaard, John | Vézina, Nicole | Parent, Robert | Bornstein, Stephen | Leclerc, Louise
Affiliations: SafetyNet, Memorial University, St. John's, NL, Canada | Department of Kinesiology and Physical Education, McGill University, Montreal, QC, Canada | Department of Kinanthropologie, Université du Québec à Montréal, Montréal, QC, Canada | Department of Management, University of Sherbrooke, Sherbrooke, QC, Canada
Note: [] Address for correspondence: Scott N. MacKinnon, PhD, Co-Director – SafetyNet Center for Occupational Health & Safety Research, INCO Innovation Centre RM 3054, Memorial University of Newfoundland, St. John's, Newfoundland, Canada A1C 5S7. Tel.: +1 709 737 7249 (SafetyNet); Fax: +1 709 737 7257; E-mail: smackinn@mun.ca
Abstract: This case study reviews the knowledge transfer (KT) process of implementing a knife sharpening and steeling program into a poultry processing plant via a participatory ergonomics intervention. This ergonomics intervention required stakeholder participation at the company level to move a 'train-the-trainer' program, developed in Québec, Canada, into action on the plant's deboning line. Communications and exchanges with key stakeholders, as well as changes in steeling and production behaviours were recorded. The intervention was assumed to be at least partially successful because positive changes in work operations occurred. Ergonomic-related changes such as those documented have been cited in the academic literature as beneficial to worker health. However, several components cited in literature that are associated with a successful participatory ergonomics intervention were not attained during the project. A Dynamic Knowledge Transfer Model was used to identify KT issues that impacted on the success of train-the-trainer program. A debriefing analysis reveals that a failure to consider key participatory ergonomics factors necessary for success were related to capacity deficits in the knowledge dissemination strategy.
DOI: 10.3233/WOR-2011-1138
Journal: Work, vol. 38, no. 4, pp. 347-357, 2011
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