Wednesday, October 15, 2014

SIT-STAND STUDY


BIOMETRIC & ERGONOMIC STUDY CONFIRMS BENEFITS OF ADJUSTABLE SIT-STAND WORKCENTERS


Workrite Ergonomics, in partnership with Fujitsu Laboratories of America, Inc. (FLA) and Sony Picture Entertainment (SPE), finds positive benefits from a workplace ergonomics and office equipment study designed to measure the health benefits and workplace effects when introducing adjustable height sit stand work surfaces into a typical corporate office environment.

Joy Boese, President of E3 Consulting, conceptualized the study and brought the three companies together to collaborate on the initiative. Joy recognized the potential of using FLA’s monitoring capabilities as a way to measure stress and fatigue in the workplace with the ultimate goal of using the data collected to educate employees, reduce injury and improve performance.

Conducted in one of SPE Los Angeles facilities, volunteer participants consisted of members of the SPE finance and information services groups. Managing the monitoring and biometric measures was Fujitsu Laboratories of America, responsible for the independent capture, aggregation, and analysis of all collected data and the reporting of results. E3 Consulting took on the role of project management and also had staff members on site to provide support for the study participants. Workrite Ergonomics provided the height adjustable work centers and flat panel monitor supports and coordinated the installation and set-up of the ergonomic equipment used in the study.

NEW TECHNOLOGY = BIG DATA + BIG RESULTS

During the study, volunteers were outfitted with a real-time wearable cardiac monitoring device designed to continuously capture various human biometrics, including ECG, heart rate and skin temperature. The adjustable height sit stand work surfaces were outfitted with Android devices, which served two purposes. First, they acted as sensors for surface height, movement and engagement, by continuously collecting accelerometer data and images of a specially placed sticker on the feet of the desk. Second, they hosted Fujitsu’s mobile real-time data aggregation and analysis platform — the Sprout™ (http://www.fujitsu.com/us/about/other/fla/research/data-driven-healthcare/index.html). The Sprout provided real-time data storage, analysis, and visualization of all the biometric and desk-related data streams. In all, over 287 GB of electronic data was captured over the test period. Participants were also manually assessed by a medical team at the beginning and end of the study, including capturing key metabolic biomarkers.

 

KEY METABOLIC BIOMARKER TRACKING CONFIRMS HEALTH BENEFITS

During the 4–week test period, over 40 biomarker changes were analyzed and tracked. The per participant average changes included:

  • An increase in good cholesterol (HDL) of 3.65
  • An increase in fasting glucose of 2.28
  • A reduction in fat as measured by Body Mass Index (BMI) of .86 lb.
  • A reduction in weight of .81 lb.
  • An decrease in average blood pressure of 2.28/1.20
  • Age and BMI were not distinguishing factors in the amount of standing desk usage
     
    AVERAGE TWICE DAILY HEIGHT ADJUSTMENT HELPS WORKER SATISFACTION
    The work surface tracking involved monitoring time spent sitting /standing and when participants were absent from their desks. On average, the mean standing percentage was 36%, with a high of 91% and low of less than 5%. Data revealed workers adjusted the height of their work surface on average two times per day, most often once in the morning and once in the afternoon. Workers stated they most enjoyed the freedom to make adjustments when they wanted to or needed to help relieve fatigue or better meet the work task at hand. On average, the heaviest standing occurred between the hours of 9–10 am, coinciding with the early part of most participants’ workdays, and the next heaviest standing period peaked around 3–4 pm. The data also revealed age was not a factor in desk usage - everybody in the study used the desks to stand: men and women, those with low and high body mass index, young and old. Women stood for a lower percentage of time compared to men, perhaps due to the footwear they used during the study.
    Having the ability to
    change work state during
    the day is broadly empowering
     
     
    SELF-REPORTING ERGONOMIC DATA REINFORCES BIOMETRIC FINDINGS
    In addition to objective sensor data findings, subjective self-reported findings were collected via questionnaires distributed at the beginning and at the end of the study. These revealed even stronger judgments:

  • Participants were uniformly delighted with their new desks
  • Self-reported back pain decreased on average 1.3 points on a 1–10 scale
  • 88% respond feeling healthier throughout the day
  • 98% “loved” the new sit/stand work surface
  • Home sleep quality improved +0.7 on a 1–10 scale
  • All participants asked to keep height adjustable work surface after study
     
    Halo effects: Some participants reported becoming more cognizant of diet, sleep and exercise during the study and reported that having the ability to change work state during the day was broadly empowering.
    UNEXPECTED POSITIVE RESULTS DELIGHT RESEARCH TEAM
    Hourly data tracking suggests heart rate can be affected by several factors throughout the workday including basic activities such as talking or standing. Several individual participants’ heart rate measures settled into narrower bands (the average highs post-adjustable work surface introduction are not as high as before), possibly suggesting improved cardiovascular fitness upon the introduction of the adjustable height work surface.

During the study, some participants reported becoming more cognizant of their diet, sleep, and exercise


At the end of the study, all participants were given a choice to keep their height adjustable work center or have their fixed height desks reinstalled. All participants chose to keep their height adjustable workcenters.

METHODOLOGY - STUDY OVERVIEW

In late 2013, Workrite Ergonomics was invited to partner with SPE and Fujitsu Laboratories of America, Inc. in the design, development and implementation of a research study intended to measure the effects of and use of traditional office furniture work surfaces and the introduction of an adjustable height work surface in a typical corporate office environment. E3 Ergonomic Consultants conceptualized the study, brought the three companies together to collaborate and acted as project manager and on-site ergonomics consultants throughout the course of the study. Conducted in one of SPE’s Los Angeles facilities, volunteer participants were comprised of the SPE finance and information services groups. Fujitsu Laboratories was responsible for the monitoring of the participants and the adjustable height work surfaces, the aggregation and analysis of the collected data, and for reporting on the results of the study. Workrite Ergonomics provided height adjustable work centers and flat panel monitor supports and coordinated the installation and set-up of the ergonomic equipment to be used in the study.

 

RESEARCH FRAMEWORK

The study was conducted over a five week period. During Week One of the study, all participants worked in their usual workcenters which consisted of traditional fixed height desks in both cubicle and private office environments. During that week, the volunteers were outfitted with VitalConnect’s HealthPatch wearable cardiac patch sensor devices, which continuously monitor a variety of key biomarkers including ECG and heart rate. These sensor devices were integrated by Fujitsu Laboratories into the Sprout platform, thereby providing continuous storage of these biomarker data streams for establishing a baseline for each participant. The Sprout also enabled storage of participant stress values, based on real-time analysis of the ECG data stream. All participants also underwent basic health screenings for weight and body mass index (BMI) and took blood tests to establish starting levels for HDL & LDL cholesterol, fasting glucose levels and other key biomarkers.

Leading into Week Two, fixed height work surfaces were replaced with the Workrite Sierra Electric Workcenters and the Workrite Willow or Willow Dual adjustable monitor arms. These workcenters were instrumented with tablets running the Fujitsu Sprout; the accelerometer and camera sensors in the tablets were used to algorithmically assess the height and state of the workcenter. Beginning on Monday of Week Two, participants returned to work and began using their new workcenter equipment after receiving basic operating instructions and an overview of proper ergonomic equipment positioning.

During the next four weeks, each individual desk was monitored using periodic photographic data and real-time tablet accelerometry data to determine when participants were present and how much time was spent in the sitting or standing position. This real-time data collection and analysis was made possible through the use of Fujitsu’s Sprout mobile real-time data aggregation and analysis platform, running on Android tablets affixed to the work surfaces. In addition, all data streams (including those made available through the cardiac patches) were synchronized with the cloud in real-time for visualization and real-time on-site triage of any data collection issues.

During Week Five of the study, participants were patched and monitored again so physiological measurements could be taken and compared to the baseline data established during Week One of the study. Both biometric results and self-reporting results are included in this report. Participants completed a paper questionnaire at the beginning and end of the study.

At the end of the study, all participants were given a choice to keep their height adjustable work center or have their fixed height desks reinstalled. All participants chose to keep their height adjustable workcenters.

 

©2014 Workrite Ergonomics, 2277 Pine View Way, Suite 100, Petaluma, CA 94954 www.workriteergo.com 800.959.9675

Monday, November 11, 2013

Calling ALL CEO's - Get In The Sales Game - It's Your Job!

A CEO approves executive-level decisions and oversees the company’s entire operations, right? Despite all these responsibilities, should a CEO bother to spend extra time to improve the company’s sales processes and strategies?

Yes!

A CEO who knows how to run a successful business, understands that the company’s survival relies on this.

So what is a CEO supposed to teach the Sales team? What changes can he make to help them double last year’s profits or at least vastly increase sales revenue?

Train them to sell in tough times. The financial crisis of 2008 has seriously affected the purchasing power of consumers. Out dated sales tactics won’t work anymore because everyone is giving a discount and consumers are aware that there are brands offering the same products and services.
So instead of memorizing sales pitches, reps must be trained to focus on the customer. They should listen closely to figure out the customer’s needs, wants, fears, goals, and dreams. Remember, anything connected to an emotion can be used as a leverage to make a sale!

Train supervisors and managers to ask specific questions during a coaching session. Ideally, sales reps must have a coaching session with their direct supervisor at least once a week. This could help them improve, but only if it’s done properly. For one, supervisors should ask specific questions about the sales representative’s activity. Questions like, “How did it go?” or “Did you make a sale?” doesn’t reveal much about their areas for improvement.
Ask questions like, “What’s your opening line?”, “How did you handle the customer’s objection of…?” instead.

Teach employees outside of the sales team to help with the company’s marketing and lead-generation. The company’s admin staff, support team, and HR team also have connections to possible clients. The problem is they are not trained to sell, or even ask for referrals. Those untapped leads are thousands of potential sales lost!
If you want to know how to run a successful business, you’ll need to learn how to think outside the box. For starters, employees not in the sales division should be trained how to ask for specific referrals, like asking for an introduction with a person from a specific organization or position instead of a general, “Do you know someone who might be interested in product X?

Change the sales system, so that a customer’s lifetime value isn’t over one-off transactions. Train sales reps to avoid selling the most expensive product when it clearly doesn’t match the buyer’s needs. Don’t force a customer to buy a new product, when what they have is still covered by a warranty.

Lastly, and most importantly, devise a sales system where the needs and opinions of the customers are heard. Sure, your company has great products and services, but what if your customers can improve what you are offering?
They are the ones using the products, so it’s only natural for them to have some suggestions. Before the next product launch, ask customers:
  • What they want
  • What they don’t like
  • What they want to see more
Listening to customer’s opinions is important in learning how to run a successful business. Aside from getting dozens of ideas on what to sell and improve about your products, it also drives customer engagement! Use it well.

2013 Incedo Group, LLC