Avionics News November 2011 - (Page 62)

series B y t H o M a S i n M a n Systems and Remediation hile you read this, my students are finishing the fall semester. One of the things I enjoy about the fall term is the human factors class. The course is a refreshing change from block diagrams, frequencies and theory of operation, which fills the other classes to overflowing. The students and I get to have interesting discussions about such things as interpersonal communications, physiology and psychology. This year, we focused on two major themes. The first theme has to do with systems of management. Assuming many of these students will use their degrees to move quickly into leadership roles, we focus on how they can become change agents and work to make the workplace safer. We examined how a system can create an error-prone environment. When we looked at systems, we took into consideration how the workforce, workplace and workday were organized. Furthermore, we looked at hard items, such as tools, and soft systems, such as manual use. Taken as a whole, some workplaces can be a breeding ground for human error, while others will find human error to be relatively rare. When working within an error-prone system, even the most conscientious, careful and well-meaning technician will make mistakes often. 62 avionics news W One example is a shop where long overtime hours are the norm. Technicians toward the end of a 10- or 12-hour shift will be suffering from acute fatigue. Tiredness alone is enough to cause errors. In addition, weariness will magnify other factors, such as pressure, stress, distraction, lack of awareness, lack of communication and lack of teamwork. Another example came from the tool box. Something as simple and misinterpreting a phrase marked on a tag led to a crash. We like to say no job is finished until the paperwork is done; however, complex paperwork can be a distraction and a stress producer. Paperwork is a form of communication, and the students immediately made a connection between poor communication and poor teamwork. When technicians and management do not trust each other or communicate well, a workplace will There are nearly as many personal error remediation strategies as there are people. The key to safety is to have a strategy, and when you need it, kick it into use. To have a plan, you must know yourself. inexpensive as a screw starter can reduce the number of dropped screws, which can lead to error. At the very least, dropping a screw is a short distraction. At worst, a dropped, then lost, screw can lead to stress and pressure as the technician disassembles the airplane to find the lost piece. An alternative scenario would be a complacent technician, who merely leaves the lost screw behind, and uses another. We discussed an example where become a mistake generator. You may work with, or supervise, the most brilliant and careful technician in the world. Still, if you are working in a distrustful environment with poor tools and undue paperwork burden, at the end of a 14-hour shift, workers are going to make mistakes. You can tell the technician to be careful. You can send a memo. You can put signs on the wall. None of this will work if you are working within an error-generating system. • november 2011

Table of Contents for the Digital Edition of Avionics News November 2011

Point of Communication
AEA Now
The View From Washington
International News and Regulatory Updates
EVS
Member Profile
High Plains Possibilities
Electronic Engine Instruments
A Conversation With...
Crisis Aloft?
Meet the AEA Board
Aviation Aces
Business Basics
Pro*to*col
Legal Ease
Advertisers Index
Theory & Practice
What's New
Marketplace Classifieds

Avionics News November 2011