The Fatigue Phenomenon

Transcription

1 The Fatigue Phenomenon Addressing the concerns of the sick and tired workforce AEC Webinar September 6, 2018 Lance S. Perry, PE, CPE, EAC Principal Partner my ergo365, LLC

2 Lance S. Perry, PE, CPE, EAC Principal Partner, my ergo365, LLC Licensed Professional Engineer PE Certified Professional Ergonomist CPE Certified Environmental Assessment Consultant EAC BSIE from Texas A&M University and Graduate Studies at Texas A&M University and UT at Arlington Specializes in developing Productivity Improvement Programs, with emphasis on improving overall business performance and productivity. Over 30 years experience in manufacturing, warehousing, construction, and service industries. Experience with over 700 different companies. Over 30 articles and studies in the field of ergonomics, engineering, and business. Authored of 10 books on ergonomics, management, and performance.

3 The Perfect Storm

4 The Fatigue Phenomenon Sick and Tired

5 Introduction Tired people at work are an everyday occurrence. Well-rested, alert employees are obviously critical to safe and productive operations. How a company manages the risks that cause fatigue is key to success.

6 Tiredness vs. Sleepiness vs. Fatigue Tiredness Sleepiness Fatigue

7 What is fatigue? Definition Fatigue is physical and/or mental exhaustion that can be triggered by stress, medication, overwork, or mental and physical illness or disease. Description It is the body's way of signaling its need for rest and sleep. But when fatigue becomes a persistent feeling of weariness, tiredness, or exhaustion that goes beyond normal sleepiness, it is usually a sign that something more serious is amiss.

8 How we got here Sunrise to sunrise Light was fixed and limited Candles and oil lamps Brought light inside and extended the day 24/7 Electricity/light bulbs Made light and energy conveniently available 24/7

9 Where are we now? On time = All the time

10 Where are we now? Television is on 24/7

11 Where are we now? Television is on 24/7 Computers and handhelds are on 24/7 Cable news is available 24/7 Companies are operating 24/7

12 Where are we now? 12 hrs light 12 hrs dark 24 hrs light 24 hrs work

13 Fatigue

14 Fatigue facts 20% of wage and salary workers work a shift other than a regular daytime shift. 25% of employees indicate that their work schedule does not permit them to obtain adequate sleep. 12 hour shifts have an injury incidence rate of 38% higher than 8 hour shifts. Each additional 2 hours worked after 8 hours resulted in an increase of 1.2 injuries per 100 worker-hours. Significant increase in accident risk occurred after the 9 th hour at work.

15 Fatigue facts Fatigue associated with extended hours, night shifts and Safety and Performance rotating shifts can have a negative impact on safety and performance.

16 Fatigue facts Sunrise sunset: In 1910, prior to widespread use of the electric light, the average person slept over 9 hours per night, many hrs. 24/7 electricity: Today, the average person is reported to sleep from 6 to 7.5 hours per night.

17 Fatigue facts Primates Humans are the only primates on the planet who voluntarily deprive themselves of needed sleep. The average primate sleeps for 9-10 hours each night and take 1-2 hour naps in the mid-afternoon.

18 Fatigue facts Palinkas, Suedfeld, and Steel (1995) Researchers spent a summer above the arctic circle where there is continuous light 24 hours a day. All watches, clocks and other timekeeping devices were removed, and only the station's computers tracked the times that the team went to sleep and awakened. Individual researchers did their work and chose when to sleep or wake according to their body time.

19 Fatigue facts Palinkas, Suedfeld, and Steel (1995) At the end of the experiment, they found that their overall average sleep time was 10.3 hours. (The shortest logged 8.8 hours a day and the longest almost 12 hours a day.) This study, like many others, seems to suggest that our biological need for sleep might be closer to the 10 hours per day that is typical of monkeys and apes living in the wild, than the 6 to 7.5 hours typical of humans in today's high-tech, clock-driven lifestyle.

20 Fatigue vs. drunkenness 19 Hours Awake Equivalent blood alcohol level Hours Awake Equivalent blood alcohol level.10 Dawson, D., and K. Reid, "Fatigue, Alcohol and Performance Impairment," Nature 388 (July 17, 1997): is legal intoxication

21 Demand vs. Capacity

22 Demand versus capacity PHYSICAL Forces Postures DEMANDS PHYSIOLOGICAL Repetition Mechanical stressors Vibration Temperature CAPACITIES PHYSICAL Strength Age / Gender PHYSIOLOGICAL Endurance Flexibility Age Conditioning PHYSOSOCIAL Stress Confusion PHYSOSOCIAL Education / Training Skills / Experience

23 Demand versus capacity Demands The GAP Demands Capacity Capacity

24 Fatigue risk considerations Demand side Workload and staffing Shift scheduling Workplace and work environment design Capacity side Education and training Sleep management Personal risk factors

25 Sources of fatigue Personal risks Lack of sleep Poor diets Lifestyle choices Health factors Personal habits

26 Sources of fatigue Shifts and sleep issues Shift work Shift changes Night shift Overtime Staffing issues

27 Sources of fatigue Work demands and design issues Vibration exposure Light levels Noise Job demands physical, physiological and psychological Job design - breaks and job rotations Stress and pace

28 Consequences of fatigue Medical/personal conditions include: Diabetes Hypertension Cardiovascular disease Gastrointestinal disorders Obesity and its resultant medical issues Psychological disorders Cancer Immune system compromised

29 Consequences of fatigue Business risks include: Cognitive errors Diminished alertness Slower reaction times Mental processing errors Neurologic and coordination errors Poor judgment Poor memory and vigilance Inability to recognize risks Lower performance Higher risks

30 Business consequences Increased costs Lower performance Impact to Business Higher injury rates Mistakes and Errors

31 Employees and employers EMPLOYEES Ensures success EMPLOYERS

32 Fatigue Risk Management System FRMS

33 FMRS major steps 1. Develop a fatigue management policy 2. Identify roles and responsibilities 3. Fatigue management training and education for employees, management, and families 4. Perform fatigue risk management assessments 5. Develop a fatigue reporting system for employees 6. Institute fatigue incident investigations 7. Provide resources for enhancing sleep 8. Develop an auditing process that ensures responsive corrective actions through continuous improvement

34 Conclusion - The Perfect Storm The Fatigue Phenomenon - Fatigue Risk Management System The Silver Tsunami - Aging Workforce Management System The Battle of the Bulge - Obese Workforce Management System

35 Conclusion - the B.E.T.T.E.R. way

36 Conclusion You must measure

37 Conclusion - The Perfect Storm Old Normal Aging Effect 100% (lowered by 15-25%) 85-75% Lower strength Less flexibility Slower reaction times Higher fatigue More diseases Physiologic decline Psychosocial preferences Less endurance Poor balance Figure 1: The effects that aging has on employees.

38 Conclusion - The Perfect Storm Aging Effect Obesity Effect 85-75% (lowered by 20%) 68-60% Higher fatigue Less flexibility Slower reaction times More diseases Higher absenteeism Less endurance Higher medical costs Figure 2: The effects that obesity has on employees.

39 Conclusion - The Perfect Storm Obesity Effect Fatigue Effect 68-60% (lowered by 35%) 44-39% Lower immune levels Disease/Illnesses Psychological stress Errors/mistakes Lower performance Slower reaction times Diminished alertness Poor memory/judgment Figure 3: The effects that fatigue has on employees.

40 Conclusion - The Perfect Storm Robots are set to takeover 38% of jobs in the next 15 years. Los Angeles Times 2017 The Future Employee

41 Thank you Mr. Lance S. Perry, PE, CPE, EAC Principal Partner office cell

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50 Disclaimer The information in this publication was compiled from sources believed to be reliable for informational purposes only. All sample policies and procedures herein should serve as a guideline, which you can use to create your own policies and procedures. We trust that you will customize these samples to reflect your own operations and believe that these samples may serve as a helpful platform for this endeavor. Any and all information contained herein is not intended to constitute advice (particularly not legal advice). Accordingly, persons requiring advice should consult independent advisors when developing programs and policies. We do not guarantee the accuracy of this information or any results and further assume no liability in connection with this publication and sample policies and procedures, including any information, methods or safety suggestions contained herein. We undertake no obligation to publicly update or revise any of this information, whether to reflect new information, future developments, events or circumstances or otherwise. Moreover, we remind you that this cannot be assumed to contain every acceptable safety and compliance procedure or that additional procedures might not be appropriate under the circumstances.