Fatigue Management


Shift Work, Fatigue, & Mitigating the Risk 

 

Fatigue is not just feeling physically drained or tired; it’s also a state of impaired alertness
 Fatigue Mitigation and Risk Software

Are you sleepy or drunk?

Fatigue is not just feeling physically drained or tired; it’s also a state of impaired alertness, attentiveness, affecting your mental and physical performance. Being fatigued also includes having reduced motor coordination, and slower reaction time. When we are fatigued, there is a loss of environmental awareness, impairment of cognitive/logical reasoning skills, poor judgment and diminished ability to communicate and/or process communications and information.

In fact, there is now scientific evidence that suggests when we’re tired (or mentally fatigued) our ability to perform the simplest of tasks is impaired to the same level as if we were legally intoxicated!

Are your staffing levels to low and what effect does that have on fatigue? We often hear that it is just not financially possible to make the significant increases in staff needed to reduce overtime to safer levels, that it would be cost prohibitive. In fact, there is plenty of money available! There is an enormous reservoir of cash currently being spent on overtime that could be readily tapped to pay for the extra staff on essentially a cost neutral basis. This conversion could be done gradually over time to help current overtime beneficiaries adjust their personal finances, and to begin to enjoy an increased quality of life and a higher level of performance. Click to read the full paper on how staffing levels effect fatigue, overtime, safety, and employee effectiveness.

Human error and industrial accidents are on the increase, and regulators are looking to industry to respond and implement a Fatigue Risk Management System. If you don’t know where to start and would like to know how to calculate a Fatigue Risk Index, read on.

Operator fatigue is a critical safety issue that is putting 24/7 operations at risk in our industry. Every day, operators and managers must cope with unusual and difficult work schedules and the reality of operator fatigue. Fatigue may produce physical and mental decrements in alertness, vigilance, and decision-making that can increase the risk of human error and result in fatalities and injuries. However, the incidence of fatigue is underestimated in virtually every industry because it is hard to quantify and measure. Recognizing that fatigue management requires major changes in both organizational culture and operator behavior, we are focused on facing these challenges. We bring together the expertise of government, industry, and labor to create solutions to aid in understanding and managing shift worker fatigue. Many factors have to be considered, when you’re looking for the best candidate to work overtime or cover a shift and the risk factor can be hard to calculate with so many factors to consider:

Management Worker
Duration of Working Time Duration of sleep time
• Time Off Between Shifts • Time awake since last sleep
• Time Off Between Blocks of Work Days • Length of last sleep
• Long Breaks Before Returning To Work • Circadian (Biological Clock) time of day
• Duration of Shifts • Cumulative sleep debt – prior week
• Fixed or Rotating Shifts • Quality of Sleep
• Speed and Direction of Rotation • Genetics (Inter-individual differences)
• Start and End of Shifts • Shift travel time

Risk factor is very important when creating schedules. As responsible managers and operators, we strive to keep our equipment well oiled and well maintained. We ensure that it is operated in full accordance with the manufacturers design specifications, in terms of temperatures, pressures, flow rates, etc. To do otherwise would ensure premature failure, costly downtime, high maintenance, and lost productivity/capacity. It would thus seem to make sense to keep what we all tout as our “most important asset” – our people – equally well maintained and operated.

Yet, ironically, our people are being asked to operate outside their design specs every day to support our continuous production requirements. The net result, as you might surmise, has been premature failure (in terms of sickness and injury), costly downtime (in terms of absenteeism and presenteeism), high maintenance (in terms of health and wellness costs), and lost productivity due to human error. Continuing to neglect our most important asset will perpetuate this cycle of high cost and catastrophic risk.

It is time to understand that these costs, risks and liabilities no longer have to be accepted and financed as part of doing business. With today’s knowledge base, technology, and available fatigue/shiftwork interventions, they can be converted into a new source of operating profit and reliability that we never knew or believed existed. Moreover, they can be systematically addressed through a collaborative, human involvement process between labor and management to achieve substantial win-win benefits.

As a result the 2005 BP Texas City incident, the American Petroleum Institute (API) recommends that you develop a Fatigue Risk Management System (FRMS) that, at a minimum, reduces the risk of fatigue related incidents and contains a methodology for your shift work schedules.

So how as a company, or as operating mangers, can we objectively, systematically, and measurably eliminate fatigue from our operations, thereby reducing our costs, risks and liabilities? And is it really possible to increase operational efficiency… while at the same time improving employee health, safety and quality of life to create a win-win proposition?
Perhaps this sounds farfetched, but it’s already being done. With the knowledge and experience base that exists today, dramatic improvements are being achieved in the way people live and work, to the betterment of both the employees and the business.

The first, and most important step, is to recognize the cause and the huge costs of fatigue, and make a corporate commitment to eliminate them. Too many companies are losing money and risking the safety of their employees by not recognizing the importance and the urgency of fatigue management. This is evident by the fact that over 90% of shiftworkers receive no training on how to manage their schedules and shiftwork lifestyles.

We see many shiftworkers who are well trained and skilled at their jobs, but who have never been taught how to deal with fatigue, better manage their sleep or adapt to the inherent physical and social challenges of shiftwork. As a consequence, they develop bad habits and/or become victims of common shiftwork pitfalls that compromise their ability to perform to their fullest capabilities. This is just one of the many reasons that shiftworking employees conservatively cost companies $8,600 per person per year in excess costs over and above their daytime counterparts.

Once company management has made a corporate commitment to reduce fatigue and optimize the productivity and safety of their workforce, they need to develop a comprehensive, science based, Fatigue Risk Management Plan. It’s not just a way to be safer, every FRMS rule or standard requires that you evaluate fatigue risk and take active steps to, track fatigue, manage it, and reduce incidents and errors caused by employee fatigue. To do this efficiently and effectively requires specially-designed, scientifically-validated, software tool that not only test for work-rest rule compliance but also assess work schedule fatigue risk, and evaluates fatigue as a potential cause in incidents and accidents.

This is a great article on Workforce Strategies

User Centered Design Services: Focused on providing solutions to improve operator effectiveness in the control room. www.mycontrolroom.com 512.868.6798



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Technical

UCDS has in-depth experience in designing control rooms and modifying existing field shelters. Our process is compliant with the ISO 11064 Ergonomic Design Standard for Control Buildings. We interview management, supervision and a significant group of the operators to understand functional requirements, what works well in the existing environment, and identification and correction of problems with the existing design. To learn more Click Here

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Situation Awareness

Abnormal situations encompass a range of events outside the “normal” plant operating modes, e.g. trips, fires, explosions, toxic releases or just not reaching planned targets. In the past incidents such as Piper Alpha, Milford Haven, Flixborough, Texas City and the 2003 northeast electrical blackout have all been attributed, at least in part, to a fundamental lack of good situational awareness. Early work of the Abnormal Situation Management Consortium® included a survey of the US petrochemical industry. Based on their research the consortium estimates industry losses of around $20 billion per year from abnormal situations, approximately equal to the total annual profits of that industry. Furthermore these studies indicate that companies achieving Best Practices in operations can improve productivity by 5-12%. To learn more Click Here

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Fatigue Alertness Management

We have many customers looking to enhance their shift handover procedures and follow some of the Recommended Practices identified in the API documents; others are focusing attention on fatigue and fatigue countermeasures. We have great solutions for both these topics. For more details please contact Steve Maddox. To learn more Click Here

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Behavior

User Centered Design Services promotes Behavior – Based Safety which is a process that helps employees identify and choose safe behavior over an unsafe one. Safety in the workplace is a combination of three measurable components – the person their environment, and their behavior. To learn more Click Here

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About the Control Room Operator Performance Group

The purpose of this group is to share ideas and solutions that contribute to improving the performance of the control room operator. Abnormal situations can be managed safely and effectively if we provide our operators with the right training, workload, environment, and interfaces.