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26 views11 pages

51113

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Paulius Karūža
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WHAT YOUR SCORE MEANS Bach of us has personal stress acaption limitations ‘When we exceed this level, stress overload may lead to poor health or illness. Although diferent people have Aiferent capacities o cope with stess, for the average petson a sore of 250 points er more may indicate that _you are suffering from high levels of stress. ‘Studies revealed that people who had become il had accumulated a total of 300 s 3 oF more in a single year. Look a the lst rwelve monthe of changes In your life. Iris important to understand tha 'ippes of stres' can circulate along time after the actual change hha taken place. High stress levels wil adversdly affect, your immune system and lead ro mental or physial illness if something is not done. Iti very impertant to lighten the stres load and develop mechanisms to cope with stress before something happens, The message for [AMTS is cleat. If stress brought on by life changes is ‘not managed well, and is added to the strestes in the workplace, performance willbe adversely affected. TIME PRESSURE AND DEADLINES: TIME PRESSURE AND SELF IMPOSED PRESSURE ‘There are two types of pressures actual presture and self imposed pressure. The fst i real pressure, applied irecy or indisecly, for the tak ro be completed in a given time. On the other hand, individuals oe teams ‘may feel self imposed pressure to complete a tak within 4 given time, even when the time available may be unrealistic othe tsk may not be achievable sith the allocated resources and timeframe. For am individual, the self imposed pressure is real. For them it is no diferent from any actual preseute being applied to the completion of the tsk. ll pressure (el imposed or otherwise) will affect the performance of those subjected 1 i. Inappropriate pressure applied ton individual or ‘maintenance team to achieve a task ie a safety risk. Actual and self imposed pressure can be significant drivers for eror and taking maintenance ore cus HOW CAN INAPPROPRIATE ACTUAL OR ‘SELF IMPOSED PRESSLIRF RF MaNAcED? ‘Allocate appropriate ime fr all msintenance tasks + Carryout a comprehensive pre task briefing to utlne the tsk piories; Ensure open two way communication to identify and mitigate the effets of pressure an performance and behavior. Modul o0- Hume Fests ‘Communicating any problems encountered during the ‘asks vital, particularly when you cannot complete the ‘ask safely because of insufficient time and resources. IF occurs you should: + Ask forbelp, particulary when the task requirement isoutside your expertise and/or eapsbiltes + Communicate the ramifetions of any uns or unexpected results; + Nor deviate fom procedure or take shortcuts because of time pressure; + Just do what you can. Ifyou cannot do the job safely Inthe time available, complete the work that you ‘an do, safely and professionally, FACTONS AFFECTING. Crean 'STRESS AND TIME PRESSURE IN ‘SHIFT AND TASK HANDOVERS Ironically, one ofthe basics time inthe maintenance ‘environment is during shife and task handovers. Generally during this time, paperwork is being ‘completed (in rush) and a briefing prepared forthe ‘oncoming sift. Often, shifts and supervisors do not get the opportunity Fr facet face handover. ‘The quality of information in shift and task handover notes varies from organization to organization, and sometimes is of very poor standard. Where possible is best to have an over between shifts to ensure a face to face handover In allenses however, povidea written handover to the oncoming shift, eam, or individual taking over aspoifc atk. Al organiations should have " SwITAsK | snare | | craft registration | Mane exe dee Takes a Ful ig concurs 2 formal process of providing cleat information for tk/ shift handover to dhe incoming team. MANAGING SHIFT HANDOVERS? Manage stress and time pressure during the shift handover by planning appropriately, and ‘communicating. Before the shift ends, identify any ‘obvious and appropriate points in the maintenance process needed to complete the work. The outgoing supervisor also needs to allow adequate time for all tasks (ineluding completing any outstanding documentation) and fora comprehensive writen shift handover log to be completed before the incoming shifts arrival. An example ofa shift/tsk handover log 4s Included in Table 4.2 below: coal intorratoconmens Ne Tae 42- Starner KEY POINTS. = High levels feces ate «problem fr any individal cor maintenance tam The effets of stress are often subtle and diicule o ate, = Stress is often described as being insidious; that is it develops slowly and his a gradual and cumolative fect. Stress can be wel established before we are ware that is degrading ou performance. + Inappropriately high levee ofetess can degrade performance significantly, 252 result, safety can slso bbe compromised. + Fitness for work isnot just a physical condition, but aleo a psychological one. I involves being zble to perceive, think and act the best of our ability withour the hindering effects of ates, anges, woery and anxiety. L—— + Work overload occurs when the number and ‘complexity of the tasks allocated to an individeal oF team exceed ther ability to cope, As performance deteriorates, we are forced to shed tasks and focus on key information, + Iinerrupted duving safety critical maint tisk, take appropriate steps to ensure there are ne omitted or forgotten aetiens or procedural steps, + To an individual, telfimposed pressures real and is no differen from any anal presire beng applied to get the ob done, + Where posible it is always best to have an overlap between shifts to ensure a face to face handovet In all cases however, a written handover should be rovided to the oncoming shift individual taking over a specific task *+ Before the shife ends, identify an obvious and appropriate point in the maintenance process to ‘complete the work, while also allowing sufficient he paperwork and brief the time to complete incoming supervisor, WORKLOAD—OVERLOAD AND UNDERLOAD Both arousal and alertness are necessary for us to schieve our opimum performance, however, too mach, or too litte arousal can adverely affect our ability to function effectively. It is theefore important for us to be aware ofthe symptoms af stress in ourselves and others as well as to understand the eect of stress on team performance ae 2 whole ‘The Yerkes Dodson (Figure 4.1) curve demonstrates that our performance is directly elated to the level of arousal. The graph below shew that there is typically a level of arousal which aligns with the optiaum level of performance. At very low levels of arousal (boredom) and very high levele of arousal (stress, anxiety and overload) our performance is ery much degraded. Tesonarouneny Fue 41 The Yetes Ose ane donesnes om lel fru atlas ts proce FACTORS DETERMINING WORKLOAD ‘Maintenance tasks are process driven and usually follow a standard pattern and order, some of which we can contro, and some we cannot, We have limited ‘mental cspacty to deal with information. We are also limited physically in terms of visual acuity, strength and dexterity, Therefore, workload must reflect the degeee Jn which the demands of the task fil within our mental and physical capacities, ‘Workload is a elatvly subjective measure (experienced Aiferently by diferent people) andi affected by: + The nature of the tark, such as its physical and mental demands; + Thecircumstances under hich thetaskis performed: the standard of performance required, the time avilable to accomplish the task andthe prevailing environmental factors, + The individual and thei situation: their skis both physical and mental; thei experience, fmilasty with the tas; their health and fieness levels; and ‘hei emotional tate, WORK OVERLOAD “Work overload occurs when there slot of work to be ‘done ad the individual’ o teas workload exceeds thei abily to cope. As performance deteriorates, we ar forced to shed tasks and focus on key information. In these Situations error ates may alo increase. As we eaery ou: tur eign racks, over 3 given tae, the normal efects of fatigue wil also produce a decline in our mental and physical capacity (Table 4.3). This will mean that tasks that we consider easy tthe beginning of our wotk period ‘workload spikes within a ehife may strain our individual (or team) capacity increasing the risk oF eros. Work ovedload can occu fora wide range of reasons, and may happen suddenly or gradually. It is good practice to plan maintenance tasks eo thae individuals (oe the tam 38 whole) are not expected to perform a sn unacceptable level to complete their asks within the allocated time. Specific task allocation between team members can reduce the likelihood of one person within the team being overloaded, Maintenance peronnel under excessive workload (often sssocited with unrealistic ime pressures) can exhibit ot experience the following issues feel more dificult Inter on. Added to this, momentary ‘Omission and fitering Ignoring sme signals or responsible that ae not seen as immediatly elerent Reed ably to tink ooicay | Liited capably othe consideration of ter posse, ota process ie Leereears “a ‘Queuing Delaying required actions/esponses inthe hope that you wit be able to cach ap Se =i ‘Confmaton as he teenc w aviomatcaly ution a dein we have ade grr ote = ‘information to the contrary. 7 ‘pproimaon Near enugh esas god gh a | Regresion| ering toa previously wel larned procedure or acon which may or may not cneeter : Tae No ovfead antec ane CAUSES OF HIGH WORKLOAD ‘Typically highworkload within cheavistion maintenance environment Bows fom the following issue: + Poor tsk planning; Unexpected evens Tradequate manning /high tempos (Changing tas requirements; System design/aceess problems; System/ask complexity 430 Moi 09 Hanan Face ‘The folloving case study demonstrates how inadequate staffing can lead to poor maintenance practices: CASE STUDY: SHORT HANDED! Shoddy maintemance by an overworked mechanical tat has been cited 2s significant contributing factor in che ‘rash ofa helicopter in Ponte Vedra Besch, Florida on 27 ‘March 2007 tha ftally injured two people, according to the National Transportation Sefery Board (NTSB). ‘A mechanic told the NTSB that the crew was understaffed and forgor to check parts ‘The pilot instructor and student passenger were killed when the single engine Robinson Ra helicopter cashed ‘minutes after leaving the airport. An intial erssh report said key bols, nus and washers were missing from the ight contol sysiem. ‘The NTSB report said « mechanic with the company thar owned the hlcopter told investigators that missing and loosened hardware that caused the chopper to crash near the ocean war the resuleof understating and staffers ‘being pie in ll directions by company personne!’ In response to the accent, the opersor has changed policies and procedures o ensure more mechanics pee shife more thorough inspections and fever interruptions for mechanics. “The mechanic who worked on the helicpter told NTSB lnvestgatrs tha the opertor had too f2w maintenance personnel and that, 2 few nights before the erash, an apprentice wanted to stay late with the mechanic and finish a section of the inspection. ‘Asa result, the ‘mechanic forgot to go back and secure che hardware, the report says. A 30 minute test fight didn reveal the problem ‘The operator’ lead mechani told investigator that safF were being pushed to get the helicopter ead toy while ako being involved in working on several other aircraft shopping for rol, and preparing an estimate fora crash repair in Melbourn, WORK UNDERLOAD Although rare in the maintenance envisonment, work under load does ozcur. Work under load can resuk fiom ‘menial, simple or ery repetitive asks that ate boring, or Indeed from a lack of tasks todo, We ae likely tobe less attentive when carrying out epettive tasks; bo:edom ray set in and may begin to raise the level of ental stimolation by thinking about chings not related to the task, (eg, what ro do a the weekend). Under these conditions, suatisnal awareness is degraded and errors and omissions will increase edule 9 - Human Fats AMRCIAT , an FActons recrmG FerrSrMcaNe SLEEP AND FATIGUE WHAT IS FATIGUE? We use the word fatigue all the time, but what exactly oes it mean? There ae several diferent meanings of the word: + Tiredness aftr hard physical work + Emotional fatigue + Short term effects of intense concentration ona task + An cverwinelming need to sleep. Fatigue can have # major effect on your safety and the guilty of your work when you are mitaining area. ‘We can distinguish between ewo types of sleep related fatigue + Acute—this ie generally only short term and can be remedied with 3 good night’ seep + Cheonio—s longer term problem, as there is usually «buildup of sleep deprivation, Fatigue can ast like toxin accumulating in our body. ‘We can generally deal with 2 small amount of it and work it out of our system by catching up on a night's sleep, but chronic fatigue accumolates and can have inressingly dangerous effects, ‘THE EFFECTS OF FATIGUE (One obvious hazard offiiguefs thatthe fatigued person lowes the Sight to stay awake while at work. Clearly this ie most dangerous when the person ‘operating equipment or driving a vehicle. A slee) epliode can take the for of a miro slep, which is brief moment (generally between 2-30 seconds) whe: the person stars to enter the Best stage of sep, possibl with thei ees ail open; sometimes fo less than a fe. seconds before regsining consciousness. The person i ‘yplally unaiure at they have experienced « mic. sleep, and may continue to perform simple repet tasks while asleep. When tuck drivers voluntered ¢ wear sleep monitoring equipment while they workec researchers were amazed to find that some drivers wer showing signs of the fst tage of slep while diving 0 incertate highways Sleep deprivation can produce effects very similar t those produced by alcohol. An Australian study foun that people who were given a simple tak inthe eat hhout of the morning, after being awake for 17 hout performed as badly as if they had a blood alcohc ‘concentration of 05 percent. Seven or more hours « wakefulness ean produce impairment similar to ch produced by a blood aleohol concentration of 0.1 percent, In other words, conducting a complex tat wen you ae fatigued is Iike drinking on the ob , di 09 Hanan Foto ‘CONSIDER THESE TWO IMAGINARY SCENARIOS: ‘Scenario ‘You ae abou w take your frst parachute jump. You are handed your newly packed parachute by you instructor, Bob. He proudly tells you tha he hat just prepared your chute for you. You notice that Bob is leaning a lise ‘unsteady on the rigging table. You also smell alcohol con his breath. When you ak Bob about tit, he shrugs and tells you that he alays likes to ave afew shots of vodka to steady is hand before he starts rigging chute Seenarie2 You ate about to board 2 Cessna 172 fora brief Sighs “The srcrafthas just come out of major maintenance, You speak with yous colleague, Jim, who i also an AMT. He is normally a cheecful and talkative person baton this day he has bags under his eyes and doesnot have mich to say, except that e is looking forward wo going home snd having good sleep. He tells you he ha just worked 24 hours straight and is exhausted, He says his ast job was ‘outne task, but for some reason he had trouble Focusing ‘on it This ls jo involved replacing the aileron control cables on thesireraftyou ae about to board. Is there a difference berween these two scenarios? The above scenarios suggest thatthe performance of both Bob and Jim is impaired, the difference being what has caused that impairment—aobol or fatigue, Jus like someone who isintoxieate, if you are fatigued you will react more slowly, have treube paying attention, be prone to memory lapses, and can show impaired judgment. ‘You may also become withdrawn and uncommurieativ Boring task requiring cote attention (such a8 some Inspection jobs) are most affected by fatigue. Just a¢ 3

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