Exoskeletons represent a relevant solution for reduce fatigue and musculoskeletal disorders (MSDs) at the workplace. But the integration of this new equipment should not be done lightly and requires the establishment of a structured and collective approach.
What are the keys to the successful integration of exoskeletons in business?
Identifying the need.
1/ The exoskeleton that answers all the problems does not exist.
Exoskeletons are physical assistance devices (DAPs), includingThe aim is not to increase man's abilities but to assist him in certain tasks.. In addition, each exoskeleton on the market has its own specificities, it must be considered as a solution to a targeted problem and cannot therefore cover the whole body or adapt perfectly to each work situation.
To start an integration well, you must therefore understand and identify the worker in difficulty and/or the workstation at risk.
The analysis of the targeted position must assess the physical workload of the position and of each of the tasks of the position; INRS has published a complete guide to guide you in the analysis of your workstations.
But who do we involve?
2/ The project is not just about HSES/ergonomists.
To be complete and realistic, this analysis must, in order to assess all risks, also include health and human resources management indicators but also employee feedback.
This collective approach must therefore involve many actors in the company: human resources, ergonomists, environmental health and safety manager, the occupational health department as well as the employees of the position concerned.
It is from this analysis that, collectively, you will be able to write the specifications of the solution that will be able to meet the need for necessary assistance. All you have to do is identify the possible solutions. Whether it is organizational or human arrangements, workplace ergonomics, automation... no option should be put aside to meet the needs of the workstation.
And then what do we choose?
Assessment of the suitability of needs/exoskeleton.
3/ The option “we test everything, we will see what meets the needs” generates frustrations and can lead to integration obstacles for operators.
Indeed, by having operators test too many different/unsuitable exoskeletons, they will no longer believe in this solution, even if you finally find the one that meets their needs. In the same way, having them test an exoskeleton that meets expectations and needs and finally not being able to provide them because the budget is not available will create a disappointment.
You know your needs, we know our product. It is relevant as a first approach tocarry out a theoretical assessment of the suitability of needs and products and to verify that the solution fits within your budget.
For this, at Japet, we have provided you with a rapid diagnostic tool that allows you in less than 5 minutes to have a diagnosis of the adaptability of the equipment to the various tasks of the workstation and to assess the biomechanical gain when using the exoskeleton.
Our product experts are also available to talk by phone with you to carry out this theoretical validation of the needs/product adequacy, assess the project budget and provide you with all the elements necessary to assess the effectiveness and results related to the exoskeleton.
And the work environment in all of this?
4/ An exoskeleton that theoretically meets the needs of assistance is not necessarily adapted to the workstation.
In order to verify that the exoskeleton is usable in the work environment and to validate with the operators concerned that the product is adapted to the specificities of the station in your structure, it is necessary to carry out a test in a real work situation.
Again, the approach must be collective, because imposing the test on a team or operator will lead to failure.
It is necessary, prior to the test, ensure the acceptability of the exoskeleton by operators. By “acceptability” we mean the intention of the employee to use the exoskeleton (which differs from acceptance, which is its actual use).
To do this, it is necessary to re-validate and re-confirm with the operators the need for the necessary assistance on the workstation, present to them how the equipment could meet the desired objective, but also ensure that they volunteer to carry out this field test.
In the same way, it is the team leaders who condition the daily use of the equipment by the teams. If they don't agree with the product or approach, your investment will be in vain. You have to get them to join the project.
I'm buying, so it's over?
Business integration.
The exoskeleton will be integrated into the workstation but that does not mean that the integration is a success.
5/ The establishment of a protocol is necessary to frame the integration.
Exoskeletons are new tools, so their use should not be taken for granted or intuitive. This is why it is essential to set up a protocol of use before even identifying the operator who will be the first integrator of the exoskeleton in the company.
We consider that it is necessary approximately 1 month for an operator to definitively accept the use of the exoskeleton. A protocol compiling recommendations on times/tasks of use must be put in place, as well as recommendations for when to wear the exoskeleton to support the employee during this month of integration.
At Japet, we decided to provide you with an individual follow-up log in which the integration protocol is indicated and which will allow the operator to carry out a daily assessment of the use of the exoskeleton.
The objective is to gradually use the equipment so that it integrates naturally into the habits of operators in order to ensure acceptance.
6/ Appoint an employee in the field and close to the operators who will be an exoskeleton reference.
We also recommend the training of an internal referent who will act as an intermediary between the manufacturer and the operators on the integration project, so he must be quite close to the field and to the operators.
As the guarantor of the smooth running of the integration, the referent has several missions: he will know how to answer the questions relating to the equipment that will be asked, he will identify the voluntary operators to carry out the following integrations and will train them himself in the installation and use of the exoskeleton.
7/ Choosing and training the first operator well is crucial for integration.
The first integrative user of the exoskeleton in the company will become your ambassador to the rest of the team. Choose the volunteer, motivated to play this crucial role in the company.
Since the equipment is new for everyone in the company, the training must be comprehensive. It is carried out by a representative of the manufacturer and the previously trained internal contact person.
First in a meeting room, the training must include a presentation of the product, a demonstration on the trainer, an installation on the operator by the trainer, an autonomous installation then a presentation of the monitoring protocol or individual user log in which he will have to carry out a daily assessment during the first month of integration.
There is no point in going to the workstation with the equipment until all of these steps are clear and controlled by the operator, you would risk incorrect use of the exoskeleton and therefore poor feedback.
When all this is assimilated, the operator goes to his workstation to equip himself and use the exoskeleton in a real situation.. This step is important because the test in the meeting room is not representative of the reality of the job, some questions may appear during use in the work environment.
8/ Monitoring the integration makes it possible to adjust the protocol for using the exoskeleton.
For 1 month, the operator must indicate in his daily follow-up log the use he makes of the exoskeleton, and regularly assess his feelings on the usefulness, usability and acceptance of the exoskeleton.
The exoskeleton is new, the operator needs to get used to it. Without follow-up, he risks abandoning the use of the exoskeleton at the first difficulties.
This month of integration with the aim of test each work situation to assess and adjust the final use protocol, it is imperative that the referee follows the operator on a daily basis.
And when the integration month is over, do I apply to all operators in the position?
9/ Take a break to assess after the month of integration and duplicate the month of integration with other operators in the position.
Before starting a large-scale integration, it is necessary to carry out an assessment and an evaluation of integration.
Is the equipment appropriate and accepted by the operator? Does it meet the need for support on the workstation and is it useful? Is it well suited to the work environment?
Your first operator completed its first month of integration but repeated it on a new voluntary operator. The evaluation of the equipment must be done over the long term and therefore on several operators at the station in order to take into account inter-individual characteristics and variations.
Once the month of integration has been completed by several operators of the position, carrying out a relevance assessment will allow you tohave a global vision of the use they made of it, so you can Define a precise protocol for using the device on the workstation.
Our teams are there to accompany you to analyze the results and draw up the final protocol for the use of the equipment for the target station.
I found the protocol, do I apply it to all workstations?
10/ Each operator, each workstation is different, do not deploy the protocol identically; what works for one will not necessarily work for another.
Just because the exoskeleton works on one workstation does not mean it is suitable for all positions in the company.
You followed a structured path so that the integration was a success on the first job. So you have to Start again from scratch this same path for each of the positions for which you have identified risks.
The advantage, you are now familiar with the protocol of the integration process of an exoskeleton on a workstation, you have the experience. And the exoskeleton is no longer new for employees, they have already seen it worn by other colleagues who have become internal project ambassadors. Naturally, other operators and colleagues should ask you to be part of the project.
You now have all the keys in hand to structure the integration of the exoskeleton in your business. The project must be collective, surround yourself internally and externally, exoskeleton manufacturers and integrators can support you in your efforts.
