For generations, Maker’s Mark has taken pride in doing things the right way. That commitment shows up not only in the quality of their product, but also in the care they show for one another. Long standing traditions like rolling barrels by hand and dipping each bottle in their iconic red wax are central to the identity of the brand. These practices are physically demanding by nature, yet they remain essential to what makes Maker’s Mark what it is. At the same time, the organization holds a deep responsibility to protect the safety and wellbeing of its people, treating employees like family and recognizing that caring for them is inseparable from caring for the product itself.

This balance between preserving tradition and protecting people set the stage for Maker’s Mark’s ergonomics journey with Ergo ology.

Too often, organizations approach ergonomics by jumping straight into individual components such as training sessions, assessments, or equipment purchases without first building the structure needed to support them. Without that infrastructure, even well intentioned efforts struggle to gain traction or sustain momentum over time. Maker’s Mark recognized early on that ergonomics is not a checklist item. It is a program. And like any successful program, it needs strong bones before muscle can be added.

Policies, clearly defined roles, decision making pathways, and leadership alignment form the framework that allows ergonomics to live within daily operations rather than existing on the sidelines. This understanding shaped how our work together began.

Ergo ology’s approach starts with discovery rather than assumptions. Through a series of virtual working sessions, we partnered closely with Maker’s Mark leadership to understand their existing resources, organizational structure, cultural values, and operational realities. Just as importantly, we explored their short term and long-term goals for ergonomics and what success realistically looked like within those boundaries.

These conversations were not about forcing a predefined solution. They were about alignment and ensuring expectations around scope, pace, and outcomes matched the reality of the organization. By focusing first on management structure and program infrastructure, Maker’s Mark established a foundation capable of supporting future ergonomics efforts. This clarity also allowed the team to set a realistic timeline for integrating ergonomics into everyday practice rather than expecting immediate transformation without the systems needed to sustain it.

Maker’s Mark’s heritage is deeply rooted in hands on craftsmanship. Tasks like barrel handling and wax dipping are physically demanding, but they are also part of the pride employees take in their work. The goal was never to eliminate tradition. The goal was to support it safely.

That meant acknowledging the physical realities of the work while respecting the cultural importance of how it is performed. In this context, ergonomics became a tool to help employees continue doing meaningful and skilled work without unnecessary risk rather than something that threatened the way things had always been done.

As the ergonomics plan began to take shape, one gap became clear. To manage physical risk effectively, it first had to be measured. It is difficult, and often impossible, to manage what has not been quantified.

To bridge that gap, the next phase of work focused on conducting Physical Demand Analyses across key tasks throughout the supply chain. These analyses provided objective and measurable data on lifting weights, push and pull forces, reach distances, postural demands, and task frequency and duration. The result was a much clearer understanding of where physical demands might exceed reasonable thresholds or where workstations lacked proper accommodation.

Beyond identifying risk, Physical Demand Analyses became a powerful communication tool. When injuries occur, questions often arise around job demands, work restrictions, and safe return to work decisions. Having documented and task specific physical requirements allows employees, medical providers, and leadership to speak the same language, reducing ambiguity, improving trust, and supporting safer outcomes.

One of the most impressive aspects of Maker’s Mark’s approach was how quickly insight turned into action. After reviewing the physical demands data, the team identified low hanging fruit, meaning process improvements and engineering controls that could be implemented without complex redesigns or the involvement of a professional ergonomist. These changes reduced risk while empowering internal teams to take ownership of solutions.

At the same time, Maker’s Mark never lost sight of the bigger picture. Broader conversations began around more complex workstation challenges, ensuring that near term improvements aligned with longer term ergonomic goals. This balance of immediate action and strategic planning is what allows ergonomics programs to mature sustainably rather than stall or burn out.

Maker’s Mark’s ergonomics journey illustrates a critical lesson. Effective ergonomics is not about doing more. It is about doing things in the right order. By investing first in program infrastructure, aligning efforts with organizational reality, and grounding decisions in measurable data, Maker’s Mark created a framework capable of supporting continuous improvement. Ergonomics became something that could grow organically without compromising tradition or overwhelming the organization.

At Ergo ology, we believe that when ergonomics is built on strong bones, it has the strength to support people, preserve craft, and stand the test of time. We are excited to be the trusted partner for Maker’s Mark and look forward to much more continued success.