Monday Feb 16, 2026
Monday Feb 16, 2026
Monday, 9 February 2026 00:33 - - {{hitsCtrl.values.hits}}
One of the clearest links between ergonomics and productivity is found in musculoskeletal injuries (MSIs). These injuries affect muscles, tendons, ligaments, joints, nerves, and supporting tissues
IN Sri Lanka, senior executives spend a considerable time debating productivity—how to improve output, reduce costs, retain skilled employees, and remain competitive in increasingly demanding markets. The discussion often centres on automation, digitalisation, lean systems, and capital investment. Yet one of the most powerful productivity tools is frequently overlooked because it appears deceptively simple: ergonomics.
Ergonomics is not about luxury chairs or fashionable offices. It is about designing work, tools, machines, and environments to match human abilities and limitations. Organisations that apply ergonomic thinking consistently achieve higher productivity, better quality, fewer injuries, and stronger employee commitment—often with minimal capital expenditure.
What is ergonomics? A simple explanation
The word ergonomics comes from the Greek ergon (work) and nomos (laws). In practical terms, ergonomics means fitting the work to the worker, rather than forcing the worker to fit poorly designed work.
One of the most frequently cited ergonomic design examples is the Coca-Cola bottle. Its iconic contoured shape was not designed purely for aesthetics. It fits naturally into the human hand, provides a secure grip even when wet, and can be recognised by touch alone. This design reduces effort, improves usability, and enhances user experience—all fundamental ergonomic principles.
The same logic applies to:
Good ergonomic design feels “natural” because it respects how the human body works.
Why ergonomics matter to Sri Lankan organisations
From a management perspective, ergonomics delivers measurable benefits on two fronts.
Benefits to the organisation
Benefits to employees
In Sri Lanka’s labour-intensive industries such as garments, food processing, construction, logistics, plantations, and services, these benefits translate directly into competitive advantage.
Sri Lankan reality: Where productivity is lost
Across Sri Lanka, productivity losses frequently arise not from lack of effort, but from poor work design.
In garment factories, operators work long hours with forward-leaning postures, poorly positioned pedals, and repetitive hand movements. In offices, employees sit for extended periods on non-adjustable chairs, with computer monitors placed too low or too far away. On construction sites and warehouses, workers lift loads manually that could easily be reduced or mechanised.
These conditions slowly lead to fatigue, errors, injuries, and ultimately attrition. The organisation pays the price through lost output, quality issues, and rising indirect costs.
Musculoskeletal injuries: The silent productivity drain
One of the clearest links between ergonomics and productivity is found in musculoskeletal injuries (MSIs). These injuries affect muscles, tendons, ligaments, joints, nerves, and supporting tissues. Unlike accidents, they develop gradually and are often ignored until they become chronic.
Common Sri Lankan examples
These injuries reduce speed, accuracy, and endurance long before they lead to sick leave or compensation claims.
The “three Ds” and labour turnover
When Japanese factories started losing young workers and many industries closed down they blamed it on the 3D’s:
The ceramic industry was one that was affected because people preferred to work in offices rather in a factory with clay all over the place. Many ceramics factories closed down. Now Sri Lankan organisations are facing the same situation and struggle to retain mostly unskilled shop-floor workers. One recurring reason is the 3D’s. While some industries will always involve physical work, poor ergonomic design unnecessarily makes jobs more difficult and dangerous. Over time, experienced workers leave, taking skills and tacit knowledge with them. Ergonomics addresses this problem by making work safer, easier, and more sustainable.
Across Sri Lanka, productivity losses frequently arise not from lack of effort, but from poor work design
Factories and workshops: Small changes, big gains
In industrial settings, ergonomic improvements often yield immediate returns.
A Sri Lankan manufacturing example
In a medium-scale food processing plant, operators were required to bend repeatedly to load trays at a low height. A simple redesign—raising the worktable by 150 mm and repositioning trays within easy reach—reduced bending, increased output per worker, and significantly reduced complaints of back pain. The cost was negligible compared to the productivity gains.
Other practical factory improvements include:
Good ergonomics reduces unnecessary movement and fatigue, allowing workers to maintain performance throughout the shift.
Office ergonomics: The invisible productivity killer
In Sri Lanka’s growing service sector—banking, insurance, IT, government offices—musculoskeletal disorders develop silently.
Employees sit for hours with:
The result is reduced concentration, slower decision-making, and increased errors.
Simple ergonomic improvements—adjustable chairs, correct monitor height, proper keyboard placement, and better lighting—have been shown to significantly improve comfort and sustained performance. In knowledge-based work, this directly affects quality of output and managerial effectiveness.
While some industries will always involve physical work, poor ergonomic design unnecessarily makes jobs more difficult and dangerous
Environment matters: Light, noise, and climate
Ergonomics also considers the work environment. Poor lighting slows work and increases mistakes. Excessive noise causes stress and distraction. Poor ventilation and uncomfortable temperatures reduce alertness.
Sri Lankan factories that have improved lighting layouts—combining general lighting with task-specific lighting—have reported improvements in speed and accuracy. Even small improvements in ventilation and temperature control can significantly reduce fatigue, especially in hot environments.
Fatigue, boredom, and rest pauses
Highly repetitive work, common in conveyor-based operations and clerical tasks, leads to boredom and mental fatigue. The human brain requires occasional variation and stimulation to maintain alertness.
Well-designed rest pauses, and micro breaks rather than continuous long hours, improve overall productivity. Once a worker becomes exhausted, recovery takes much longer. If the rest pause is given at the point of onset of fatigue recovery is much faster and recovery is complete. Many Sri Lankan managers are surprised to find that more frequent short breaks often result in higher daily output.
Intuitive design and population stereotypes
Good ergonomic design also respects population stereotypes—widely held expectations about how controls and displays should behave. For example, turning a knob clockwise to increase output is almost universal. When design violates these expectations, errors increase and training time lengthens.
This principle is particularly relevant in control panels, machinery interfaces, and digital systems used in factories and offices.
Modern ergonomics and innovation
Today, ergonomics is increasingly supported by innovation. Adjustable workstations, sit-stand desks, improved tool design, and data-driven workplace assessments are becoming more common even in Sri Lankan organisations.
Most importantly, ergonomics aligns well with participative management and continuous improvement. Workers are often the first to identify discomfort and inefficiency. Involving them in ergonomic improvements not only generates practical solutions but also strengthens engagement and ownership.
Ergonomics as a strategic management tool
For Sri Lankan executives, the message is clear. Ergonomics is not a welfare initiative or a compliance exercise. It is a strategic productivity tool.
By designing work intelligently, organisations can:
Just as the Coca-Cola bottle’s success lies in its intuitive, human-centred design, so too does organisational success depend on designing work that respects the human body and mind.
(The author is a consultant on Productivity and Japanese Management Techniques, retired Chairman/Director of several listed and unlisted companies, a recipient of the APO Regional Award for Promoting Productivity in the Asia-Pacific Region, a recipient of the Order of the Rising Sun, Gold and Silver Rays from the Government of Japan. He can be contacted at [email protected])
