Ergonomic Workplace and Organisation Design in Small and
Transcrição
Ergonomic Workplace and Organisation Design in Small and
Ergonomic Workplace and Organisation Design in Small and Medium-sized Enterprises (SMEs) Low-radiation monitor? Mobbing? Noise emissions? Handling hazardous substances? Stress? Working time models? Do you have a question on safety and health at work? Simply ask us! Our store of knowledge is guaranteed to hold the answer. And if not, we’ll ask one of our 200 in-house experts on your behalf. We are here for you – competent, quick, reliable! Service phone +49 (0) 231 9071-2071 Fax +49 (0) 231 9071-2070 E-mail [email protected] Internet www.baua.de Monday to Friday 8.00 – 16.30 h Ergonomic Workplace and Organisation Design in Small and Medium-sized Enterprises (SMEs) 2 ERGOnOMIc WORkpLAcE Contents 3 5 7 9 10 13 19 21 24 1 2 3 4 5 6 7 AnD O R G A n I S AT I O n D E S I G n In SMALL AnD MEDIuM-SIzED EnTERpRISES (SMES) Foreword A practical example The ERGO wheel Internal and external partners Method selection and determination of the need for action Methods Implementation of the results The practical test Literature/Abbreviations ERGOnOMIc WORkpLAcE Foreword AnD O R G A n I S AT I O n D E S I G n In SMALL AnD MEDIuM-SIzED EnTERpRISES (SMES) The competitiveness of small and medium-sized enterprises can be increased through ergonomic workplace and organisation design just as much as the safety and health of the workers. Which methods lead to success is demonstrated in the following, taking the example of the casting cleaners’ workplaces at keulahütte krauschwitz GmbH. With this brochure, INQA-Produktion aims to invite companies to successfully combine competitiveness with occupational safety and health. We also want to sensitise people to the fact that the “quality of work in production” develops in a dynamic process and must always be re-adjusted. The practical description of the process is intended to make it easier to transfer the potential solutions to your company. The project was conducted jointly by the management, experts and workers of keulahütte krauschwitz GmbH, representatives of the Berufsgenossenschaft (BG – institution for statutory accident insurance and prevention) in the mechanical engineering and metal-working industry, Berufsgenossenschaftliches Institut für Arbeitsschutz (BGIA – BG Institute for Occupational Safety and Health), Dresden university of Technology and Schweizerische unfallversicherungsanstalt (Suva – Swiss national Accident Insurance Organisation). Our special thanks for supporting the project goes to Mario Mackowiak, managing director of keulahütte krauschwitz GmbH. Dr. christoph Hecker Head of InQA-produktion c/o Berufsgenossenschaft Metall Süd – for the Association of BGs in the Metal-working Industry 3 4 ERGOnOMIc WORkpLAcE 1 AnD O R G A n I S AT I O n D E S I G n In SMALL AnD M E D I u M - S I z E D E n T E R p R I S E S ( S ME S ) 5 A practical example Just imagine: You are the managing director of an enterprise with about 150 employees. Your company produces small parts in a wide variety of different sizes and also reacts to orders for small quantities with great flexibility. However, in recent weeks and months there has been an increasing number of factors which have had a direct and indirect impact on the operating result. The sickness rate has risen continuously, the quality of work has fallen and the downtimes have increased. Moreover, there has been a notification of a suspected occupational illness regarding a spinal column disorder. The origin of the unsettling events: the casting cleaning department. keulahütte krauschwitz GmbH has successfully proved that it was able to react successfully to such problems. INQA-Production would like to present the successful solution to this problem in the following: In order to determine the causes, an inspection of the workplaces (“on-site tour”) and the participation of the employees (e.g. foremen) are required as an initial step. The casting cleaning workplaces can obviously be characterised by the following features: – Severe forward bending of the trunk is performed for various activities. – The unit weights which have to be handled by hand (18 to 25 kg) must be classified as heavy. – The castings are lifted at a distance from the body and sometimes with the trunk bent forward. – The working heights for grinding work on the bench and grinder stand cannot be adapted to suit the body size of the employees. – The ambient conditions such as climate, lighting and noise are unsatisfactory. – The employees do not change between the different types of work and there are no rules on breaks. Figure 1 Typical posture when working at the grinder stand. The worker is wearing a respirator. 6 ERGOnOMIc WORkpLAcE AnD O R G A n I S AT I O n D E S I G n In SMALL AnD MEDIuM-SIzED EnTERpRISES (SMES) The fact that “strong men” work as casting cleaners is obvious but are the casting cleaners perhaps overloaded by the sum of these influences? There must be a reaction – but what? If you examine the workplace characteristics, it quickly becomes clear that the situation is complicated and must be viewed from different aspects. Which aspects are important? Scientific explanations of the factors influencing the work process often result in a system of interrelationships which is difficult to understand. A good, practical basis for a comprehensive analysis is offered by the socalled ERGO wheel 1. Both the individual factors which act on people and the effects between the factors can be shown in a very simple way. Figure 2 Constrained posture when removing the parts ERGOnOMIc WORkpLAcE 2 AnD O R G A n I S AT I O n D E S I G n In SMALL AnD M E D I u M - S I z E D E n T E R p R I S E S ( S ME S ) The ERGO wheel The Swiss national Accident Insurance Organization (Suva) has developed an ergonomics model in the form of a wheel 1. people and tasks are in the centre of the wheel. Oc cu people have also certain possibilities of adapting to the afety Workplace task. For this reason we find people again in the action circle – the ergonomics area – together with the factors co ste ess ven cti ffe skills and characteristics of the people, on the other hand, p On the one hand, the work must be adapted to suit the al s ion t a people people/ Task Working environment Work organization work content. M i ot All the factors in the action circle influence the factors in the reaction circle. A strong and balanced reaction circle is va tio n a precondition for well-being at the workplace and for a Work content he a lt h workplace, work organisation, working environment and l na atio p u c Oc good business result. The action and reaction circles are inseparably connected with each other. The action circle is comparable with the lubricant film in a bearing. If the film tears at one point, friction and heat are produced. Without the correct lubricant being replenished, Well-being at the workplace Action circle Good business result Reaction circle the bearing is damaged. The world of work behaves in an analogous way. By using ergonomics, we want to lubricate the bearing ined individually and together in an assessment. The variety and move the wheel so that it rolls forward without any of individual factors and their interactions clearly show that major friction losses. almost all components are mutually dependent on one Just like the action circle segment “working environ- another. Simply changing just one individual condition may ment” shown in Fig. 4, all the other segments are also change or influence other conditions unintentionally. This described by the individual factors which have to be exam- may have either positive or negative effects. Figure 3 The ERGO wheel as an overall system 1 7 8 ERGOnOMIc WORkpLAcE AnD O R G A n I S AT I O n D E S I G n In SMALL AnD MEDIuM-SIzED EnTERpRISES (SMES) people require: – a climate and light adapted to suit the task – colour as a means of classification, warning, feeling – proper hygienic conditions – a good social climate The work equipment and the work itself produce: people Workplace Working environment people/ Task Work organization Work content – heat (climate) – air movement (climate) – humidity (climate) – dazzle – noise – vibration – radiation – hazardous substances – smell – dirt – dust These factors have an impact both on the person causing them and on neighbouring workplaces. Figure 4 Action circle ’work environment’ and its components 1 One example: You separate a casting cleaner’s work- individual specialist to record all the aspects for improving place from the surrounding workplaces to protect them the casting cleaners’ workplaces. He is generally a specialist against the noise level and the generation of dust. That is in his own field. To solve the problem, it is necessary to good for the others. But for the casting cleaner this means have an interdisciplinary team which tackles the complex- new conditions as regards climate, lighting and communi- ities of the problem. But where do you find these special- cation. A completely new workplace is created which also ists? Who puts the team together and who moderates it? places different demands on the worker. It may be that he does not cope with this because entirely new load situations are created. How can a solution be found? It is difficult for the ERGOnOMIc WORkpLAcE 3 AnD O R G A n I S AT I O n D E S I G n In SMALL AnD MEDIuM-SIzED EnTERpRISES (SMES) Internal and external partners It is recommended to include internal and external partners in the team: – Internal partners are representatives of the management, occupational safety and health specialists, staff representatives and finally the employees affected themselves. – External partners are important for specialised advice. For example, they may be ergonomists from the accident insurers (Berufsgenossenschaften), occupational health professionals and work hygienists, staff from health insurance funds, research institutes or engineering Figure 5 Members of an advisory team offices. Moderators who have special knowledge and speak the language of the technicians and occupational health pro- subject matter these groups are based on the action circle fessionals have proved their worth. Accident insurance of the ERGO wheel. Individual factors are assigned to the institutions and major health insurance funds are the five segments of the action circle and they have to be people to contact in this case. analysed singly and in combination. The following partners The moderator puts together an interdisciplinary team participated in our example: in consultation with the management. The management’s – Occupational safety and health specialists representative informs the working group formed in this – Staff representatives way about the project and the current situation. This leads – Employees to a work plan with specific targets and deadlines. Smaller – Occupational health professionals groups of the various partners are formed within the team – Ergonomists of the accident insurance institutions in order to document the current situation as an initial step – Health insurance fund and to derive further procedure from this. In terms of – Employees at research and development facilities 9 10 4 ERGOnOMIc WORkpLAcE AnD O R G A n I S AT I O n D E S I G n In SMALL AnD MEDIuM-SIzED EnTERpRISES (SMES) Method selection and determination of the need for action The choice of the methods for the ergonomic analysis of the work system depends on the objectives and tasks of working environment such as noise and climate – use of checklists on the load situation (standing/sitting the working group. Simple or complicated methods may workplaces, posture during work), on mental be used. In the case of keulahütte krauschwitz a broad components 2 or health problems – use of key indicator methods to evaluate lifting and range of methods were used to identify the load situations. These methods were: carrying actions as well as for activities which involve – Survey of the employees pushing and pulling 3 – Ergonomic measurement analyses (cuELA measuring – Weak point analysis in employee workshops system) 4 – photo and video analyses of the workflows – Measurement and evaluation of factors relating to the To be taken into account: people Workplace people/ Task Work organization Figure 6 Individual factors from the “Workplace” segment 1 Working environment Work content – – – – – – – – – sitting, standing dimensions room for movement safety distances constrained postures lifting, carrying angles of view displays, actuators, handles maintenance ERGOnOMIc WORkpLAcE AnD If several analysis methods can be chosen for one segment of the work system, the assessment methods most easy to use should be selected first. They often lead quickly to a result. They provide an overview of the extent of load situations and initial indications of the nature of load in the form of a “screening procedure”. For their quantification, measuring methods are available which also provide results on the efficiency of preventive action at a later date. The procedure for choosing the methods is to be explained in the following taking the example of the “Workplace” segment with the individual factors lifting/carrying and constrained postures. Fig. 6 shows the individual factors of this workplace segment. These factors must be evaluated both individually and in combination. The weight of the workpieces of the casting cleaners can be measured relatively easily. However, the crucial factor is also how frequently, how long and with what posture the casting cleaner holds or carries the workpiece. This results in load situations which have to be described using simple methods. In an initial stage these methods can be used by trained employees. Above all, the so-called key indicator methods are suitable for this purpose. In a second stage special assessment methods should then be applied which generally require specially trained staff. As a rule, external partners are needed for this. O R G A n I S AT I O n D E S I G n In SMALL AnD M E D I u M - S I z E D E n T E R p R I S E S ( S ME S ) 11 12 Ergonomic Workplace and Organisation Design in Small and Medium-sized Enterprises (SMEs) 5 13 Methods using a screening procedure, the need for action is to be 10 Evaluation recognised screening method is the “key indicator variety of important conditions are entered in a calculation diagram which immediately provides information on the load intensities on a point rating scale. This system. You will find the diagram for our example in Fig. 7. points high enables you to search efficiently for suitable and effective possible risk is also shown using a colour identification 50 Individual resilience method” for lifting and carrying loads (LMM)3. A wide solution variations for this one workplace. The level of 25 low initially determined in the first stage of the analysis. One Low load situation, health risk from physical overload is unlikely to appear. The use of the key indicator method produced a point rating value of 36 for our casting cleaners. The load Increased load situation, physical overload is possible for people with reduced resilience. Design measures are advisable for this group of people. Highly increased load situation, physical overload is also possible for people with normal resilience. Design measures are recommended. High load situation, physical overload is likely to appear. Design measures are required. factors duration/frequency, load weight, posture and performance condition are evaluated as key indicators. When the key indicator method is used, it is necessary to Assessment of the working conditions with load situations to the muscular and skeletal system. have an exact knowledge of the activity to be evaluated. However, additional ergonomic know-how is not required. At over 50 points the load situation is definitely too can be obtained by measurement analysis methods in step 2. Here, the range stretches from easy-to-use measure- high and it is possible that damage to health may result ments, for example the lighting intensity at the workplace, (e.g. musculoskeletal disorder). point rating values of up down to more demanding processes for determining the to 25 are viewed as acceptable for people who can cope noise and vibration factors. posture and body movement with normal load situations. A point rating value of less can also be measured with expert processes (Fig. 8 and than 10 is generally regarded as non-critical. Our example Fig. 9). shows there is therefore a need for action! A more accurate determination of the workload factors The application of this measuring method requires extensive technical equipment and expertise on how to Figure 7 Example of the colour identification of strain values in the key indicator method 5 14 ERGOnOMIc WORkpLAcE AnD O R G A n I S AT I O n D E S I G n In SMALL AnD MEDIuM-SIzED EnTERpRISES (SMES) Figure 8 (left) CUELA measuring system for recording physiological loads Figure 9 (right) Noise and vibration measurements by ergonomists from the accident insurer use it. The evaluation of the results also requires special- (computer-assisted recording and long-term analysis of ised knowledge. The external partners, e.g. the measuring musculoskeletal loads) is suitable for this purpose. services and research facilities of the Berufsgenossenschaften, provide support. With such an expert measurement, the exact proportion of time of the activities subjected to load situations (han- In order to optimise the investments required and to dling loads and unfavourable postures) can be quantified. demonstrate the success of the preventive action, measure- Load intensities can be readily identified as the individual ments were conducted both before and after conversion load phases measured can be assigned to the corre- of the workplace. They related, for example, to physical sponding task using the measurement documentation. loads caused by the manual handling of loads or un4 favourable postures. The CUELA measuring system To measure the physical load, sensors which measure the posture are applied to the working clothes. Moreover, METHODS Video dokumentation 15 Angle of dorsal spine Back torsion Angle of lumbar spine Data logger Hip angle Knee angle Memory card Foot pressure measuring soles Figure 10 The CUELA measuring system: Principle setup and application on test person Figure 11 Example of an expert system for identifying multiple individual factors 16 ERGOnOMIc WORkpLAcE Activity AnD O R G A n I S AT I O n D E S I G n In SMALL AnD MEDIuM-SIzED EnTERpRISES (SMES) Load key indicators and proposals for prevention Load key indicators: Working in a position with the trunk bent forwards severely and handling high load weights when lifting and depositing the castings. Preventive action: – Adaptation of the working height of castings containers – Back school for the employees: Training to lift and carry loads correctly – Reduction of the load on individual workers through job rotation pressure-sensitive measuring soles in the employee’s working shoes are used to determine the load weight. All the data of one work shift are recorded in a system worn on the body (Fig. 10). The measurement data are evaluated and the video recording linked to an assessment program which permits the identification and documentation of the load (Fig. 11). In the case of our company example, detailed load situations were identified with the measurements. Result: High load weights and unfavourable postures were detected for lifting the castings and depositing them into the wire-mesh containers and cleaning at the grinder bench. The data for this activity were: Load key indicators: Working in a position with the trunk bent forwards severely and handling high load weights when cleaning the castings, sometimes with the knees bent. Preventive action: – Adaptation of the working height of the grinding bench – creation of larger depositing areas with adjustable height Table 1 Prevention proposals on workplace design – Forward bending of trunk at angles of < 20°: approx. 36 % – Load weights with weights of 20 kg: 51 % The analysis represents the bridge to concrete improvements. In this way a number of preventive design actions METHODS were proposed for the following activities using the data determined (Table 1). The prevention proposals now have to be examined in the working group to see if they can be implemented. The advisory teams put forward a number of proposals for the different segments of the ERGO wheel. Therefore, the practitioner has the final word on the practicability of the proposal. 17 18 ERGOnOMIc WORkpLAcE 6 AnD O R G A n I S AT I O n D E S I G n In SMALL AnD MEDIuM-SIzED EnTERpRISES (SMES) 19 Implementation of the results In the example of our casting cleaner, the following measures were proposed to improve the work situation: – Elimination of constrained postures when removing the parts from the wire-mesh container pallets and depositing the parts in them – Adaptation of the working heights to the highly different employees – Reduction in the holding work during grinding. In addition to the above measures from the segment “Workplace design", the following proposals were also made: – Elimination of one-sided workflows, optimisation of the break system – Optimisation of the lighting and extraction features. lifting tool, which balancer or lifting table is suitable under practical conditions. You should always discuss the preventive action with the The implementation of organisational changes which employees and select the best options together. Workshop are to be made directly in your company is agreed on results documented on flip charts and posters provide between the management and the working group and assistance. You will find that in most cases those directly incorporated in the work plan. affected arrive at the same solution variations as the team of experts. The objective is then to find the best technical solution for the working conditions. To this end it has proved worthwhile to request several manufacturers of work equipment to have their products tried out in practice. In this way, the employees on the shop floor can test which All solutions, whether the acquisition of lifting tools or new break regulations, are discussed jointly and appropriate decisions taken, stipulating deadlines and areas of responsibility. Figure 12/13 Examples of flip charts from workshops with the employees 20 Figure 15 Use of a lifting table E RGOnOMIc W ORkpLAcE 7 AnD O RGAnISATIOn D ESIGn In S MALL AnD M EDIuM - SIzED E nTERpRISES (SME S ) The practical test In our example the solutions are as follows: – use of lifting/tilting tables – use of wire-mesh containers with better access – Larger depositing areas on the grinding bench – Adaptation of the heights of work tables and grinding benches – Introduction of short-break systems – cycle changes – Job rotation – Renewal of the extraction and lighting facilities The important aspect is that you give the employees enough time to be able to adapt to the changes in the working conditions. The working group should continue to provide support. After the introductory phase had been completed, follow-up evaluations of the loads and subsequent measurements of other physical or mental factors can take place. As a result, you also obtain operational data on the cost/benefit situation. Figure 16 Use of a lifting/ tilting table 21 22 ERGOnOMIc WORkpLAcE AnD O R G A n I S AT I O n D E S I G n In SMALL AnD MEDIuM-SIzED EnTERpRISES (SMES) answer should be found to the following questions: – Has the sickness rate fallen? – Have the quality of work and the employees’ motivation improved? – Has there finally been a positive impact on the business result? Quality feedback control workplace If, as a result, the business result and the well-being of the employees have improved, your accountants will also be delighted! The example shows that only an interdisciplinary team Figure 17 Example of the extension of work through job rotation 1 Job rot ation of experts in close collaboration with the company’s workers can overcome such complex tasks. Methods and processes which are also suitable for small and mediumsized enterprises are available and have proved their For the “Workplace design” segment the following improvements were verified for the load factors: The load situations caused by trunk positions with bending greater than 20° (Fig. 18, yellow columns in the left-hand diagram) were almost completely eliminated. Apart from the harmful bent trunk positions, the proportionately high number of load handling operations (Fig. 19, orange and red columns in the left-hand diagram) were also reduced by the design measures taken. After a period of about one year, the working group should meet again and analyse how the situation has developed. An practicability. If you want to solve similar problems, you will also find experienced partners in your area. And the ERGO wheel can be of valuable assistance to you. † HE Trunk inclined forwards [°] (angle classes) Frequency [%] 60 23 Trunk inclined forwards [°] (angle classes) Frequency [%] 60,3 pRAcTIcAL TEST before 93 92,9 after 32,5 30 46 3,3 3,2 0 =‹-2 -2‹›20 20‹›40 40‹›60 0,7 0,0 60‹›90 90›= 6,8 0 =‹-2 -2‹›20 0,3 0,0 0,0 0,0 20‹›40 40‹›60 60‹›90 90›= Angle range [°] Angle range [°] Load weight [kg] (load weight classes) Frequency [%] 33,5 34 28,3 28,3 Figure 18 Bent trunk positions before and after ergonomic intervention Load weight [kg] (load weight classes) Frequency [%] 73 72,6 before 14 after 36 15,8 6,6 10,2 2,6 0 0,2 0 0‹›5 0,0 0,0 0,0 5‹›10 10‹›15 15‹›20 20‹›25 25‹›30 30‹›35 35‹›40 0,0 40›= Load weight [kg] 0 0,1 0 0‹›5 1,0 0,3 0,1 5‹›10 10‹›15 15‹›20 20‹›25 25‹›30 30‹›35 35‹›40 40›= Load weight [kg] Figure 19 Load handling before and after ergonomic intervention 24 ERGOnOMIc WORkpLAcE AnD O R G A n I S AT I O n D E S I G n In SMALL AnD MEDIuM-SIzED EnTERpRISES (SMES) Literature Abbreviations 1 Ergonomie. Erfolgsfaktor für jedes unternehmen, Suva, Luzern, 1996, Schmitter, D; et alia BAuA Bundesanstalt für Arbeitsschutz und Arbeitsmedizin [Federal Institute for Occupational Safety and Health], Berlin BG Institution(s) for statutory accident insurance and prevention BGIA Berufsgenossenschaftliches Institut für Arbeitsschutz [BG Institute for Occupational Safety and Health], Sankt Augustin CUELA computer-assisted recording and longterm analysis of musculoskeletal loading LMM key indicator method, BAuA, Berlin MMBG BG in the mechanical engineering and metal-working industry, Düsseldorf 2 Rechnergestütztes Dialogverfahren für die Bewertung und Gestaltung von Arbeitstätigkeiten REBA 7.1, Dresden university of Technology, InfoMediaVerlag e.k., 2005, Richter, p; et alia 3 Leitmerkmalmethoden Heben und Tragen/ziehen und Schieben, BAuA, Berlin, Juli 2007, Steinberg, u.; et alia 4 Einsatz des Messsystems cuELA zur Erfassung und Bewertung physischer Arbeitsbelastungen, BGIA, Sankt Augustin, 2006, Ellegast, R.p.; Hermanns, I. http://www.hvbg.de/d/bia/fac/ergonomie/pdf/cuela.pdf REBA 7.1 computer-assisted dialogue process for the evaluation and design of work activities allowing for occupational safety and health, InfoMediaVerlag e.k., Bochum, 2005 Suva Schweizerische unfallversicherungsanstalt [Swiss national Accident Insurance Organization], Lucerne Imprint Ergonomic Workplace and Organisation Design in Small and Medium-sized Enterprises (SMEs) Authors: Dr. Rolf Ellegast, Markus post, Berufsgenossenschaftliches Institut für Arbeitsschutz, division 4, work science/ergonomics group, Sankt Augustin Dieter Schmitter, Suva, Lucerne, pDF team Healthy companies, ergonomics division Detlef Trippler, Berufsgenossenschaft in the mechanical engineering and metal-working industry, prevention department, ergonomics group, Düsseldorf Thematischer Initiativkreis – Arbeitssysteme in der produktion – InQA-produktion der Initiative neue Qualität der Arbeit (InQA) [Theme action group – Work Systems in production – InQA production of the new Quality of Work Initiative (InQA)] c/o Bundesanstalt für Arbeitsschutz und Arbeitsmedizin, Berlin nöldnerstraße 40–42 10317 Berlin Telephone +49(0)30 515 48-44 33 Fax +49(0)30 515 48-4170 [email protected] www.inqa-produktion.de publisher: Bundesanstalt für Arbeitsschutz und Arbeitsmedizin [Federal Institute for Occupational Safety and Health] Friedrich-Henkel-Weg 1–25 D-44149 Dortmund Telefon +49.2 31.90 71-0 Fax +49.2 31.90 71-24 54 [email protected] Editor: pascal Frai, BAuA Design: GuD – Helmut Schmidt, Braunschweig Responsible for Translation: Verena Frfr. v.d. Heyden-Rynsch, Dortmund [email protected] photos: uwe Völkner – FOX-Fotoagentur, Lindlar/cologne photo p. 15: Dr. Rolf Ellegast, BGIA, Sankt Augustin photo p. 9, 14, 19: Detlef Trippler MMBG, Düsseldorf production and printing: Rademann GmbH Druck und Medienhaus, Lüdinghausen Reproduction, also of extracts, only with the prior approval of the BAuA. 1st edition Dortmund/Berlin 2007 978-3-88261-578-4 www.baua.de Geschäftsstelle der Initiative Neue Qualität der Arbeit (Office of the New Quality of Work Initiative ) c/o Bundesanstalt für Arbeitsschutz und Arbeitsmedizin Friedrich-Henkel-Weg 1–25 D-44149 Dortmund Telephone +49 (0)231 9071-2250 [email protected] www.inqa.de Fax +49 (0)231 9071-2363