4 Steps to Fatigue Risk Management. Josh Savit April 25, 2017

Transcription

1 4 Steps to Fatigue Risk Management Josh Savit April 25, 27

2 Why Focus on Fatigue Fatigue is both a personal and occupational risk factor Fatigue cannot be eliminated altogether, but it can be controlled and limited with proper management, which requires: Education Measurement Management Monitoring

3 BEFORE VIEW OF INCIDENT RATE AND COST SEQUENTIAL SHIFT NIGHT SHIFT AFTERNOON SHIFT MORNING SHIFT HOUR OF THE DAY LOW ENERGY / LOW ALERTNESS ZONE 2X Number of incidents occurred NIGHT TIME THIRD SHIFT ZONE X More expensive

4 New Perspective on How we Approach with Fatigue BEFORE Total Investment (Cost, Effort, Etc.) AFTER

5 4 STEPS Education Measurement Management Monitoring

6 Circadian Rhythms

7 What Is Fatigue?

8 Causes of Fatigue

9 4 STEPS Education Measurement Management Monitoring

10 The Fatigue Factor Equation

11 Detecting Fatigue You can t manage what you don t measure

12 Fatigue Risk Assessment Identifies primary risk factors that contribute to an overall fatigue risk, based on: Shift patterns How breaks are organized Countermeasures for fatigue mitigation Commute times for workers Hydration/nutrition options during shift Temperature in workplaces Review of employee health issues Lifestyle questionnaire

13 Additional Factors for Fatigue Risk De-synchronization of sleep/work cycle with Circadian Rhythm Trying to work when the body is in a sleep cycle or sleep when the body is in an active cycle Build up of sleep debt over sequential shifts Insufficient sleep between shifts to reset sleep debt Total hours/shifts worked In a day and over a week; overtime; call-ins; travel Changing Shift Patterns Moving the Circadian cycle backward increases fatigue risk Insufficient time between shift pattern changes

14 Circadian De-synchronization Shift Work Circadian clock is out of step with the environment Circadian clock cannot adapt immediately to duty/rest schedule Night work/day sleep Different circadian rhythms adjust at different rates Monday Tuesday Wednesday Thursday Friday Saturday Day Night Shift workers have jet lag every week Sunday

15 Preventing the Impacts of Fatigue FATIGUE EFFECTS Neg Imp ative acts -Slow Reactions On: -Auto Response Syndrome -Poor Decision Making Productivity -Forgetfulness Quality of Work -Poor Communication Quality of Decisions -Micro Sleeps Health & Wellness There are many ways to mitigate the adverse effects of fatigue before the point of failure.

16 4 STEPS Education Measurement Management Monitoring

17 The Challenges of Managing Fatigue There is no objective standard definition of fatigue until the point of failure. Fatigue is not a non-static variable making it difficult to measure. A majority of behaviors impacting fatigue are not work-related and occur outside of workplace. Fatigue cannot be eliminated from the workplace, but with the right tools it can be managed!

18 PS-FMS Fatigue Scale to 2 to - -2 to -4-5 to -

19 Index Measurement Fatigue Risk Index High Fatigue Risk: Supervisor notified Countermeasures mandatory Moderate Fatigue Risk: Notifications to worker begins Countermeasures optional Low Fatigue Risk: Report to work station

20 The Process of Fatigue Management It is given that: Fatigue impacts the quality of the organization and results. Fatigue is inherent within all human resources and it impacts worker health, often leading to absenteeism and contributing to workplace accidents. Quality Improvement Model The Quality Improvement Model 997, -, Purdue University

21 Behavioral Countermeasures Hydration Dehydration accelerates fatigue symptoms Ensure access to potable water, containers, etc. Frequent Exercise If sitting, take short walks, stretching If active, perform isometrics Washing Face & Hands in Cold Water Need access to clean water at sink or tub Provide paper towels or clean cloth towel for drying

22 Nutritional Countermeasures Caffeine Intake and Other Alertness Enhancers Coffee, energy drinks, soft drinks Controlled dispense and use of energy supplements Monitor Food Intake Restrict high carbohydrates and fats (candy bars, breads, etc.) Should consume high protein foods like protein bars, nuts, and dried fruits

23 Countermeasure Strategy Fatigue Risk Level

24 4 STEPS Education Measurement Management Monitoring

25 System Inputs Fatigue Risk Index How Much Sleep? 4 day History Entry / Exit Work times Fatigue Risk Score - 3 Hours 3-6 Hours 6+ Hours Alertness Test Fatigue Alert Triggers Daily test judged against rolling baseline 2% below baseline triggers alert Countermeasure Selection & Tracking

26 Real-Time Fatigue Monitoring 26

27 Supervisor View Shift Fatigue Status Supervisor Supervisor follows follows up up on on employees employees status status during during the the day day to to verify verify employees employees are are addressing addressing their their fatigue fatigue status. status. Supervisor Supervisor clicks clicks on on live live links links to to see see worker worker history. history. Real Real time, time, online online report report available available on on intranet. intranet. Check Check mark mark verifies verifies that that the the employee employee has has acknowledged acknowledged fatigue fatigue status status and and taken taken action action

28 Shift Deviation Detection Observations: Deviations Too many days worked without a day off Max hours over 7 days exceeded Shift pattern change without any time off AA more more compliant compliant shift shift schedule schedule

29 Monitoring Work Hour Compliance Highlighted Highlighted shifts shifts exceeding exceeding 2 2 hours. hours. Average Average Weekly Weekly Hours Hours Consecutive Consecutive Shifts Shifts

30 Challenges & Lessons Learned PEOPLE Involve union participation early Provide as a tool for health and safety not as disciplinary action Success requires a diligent and effective change management process Requires about 5% of supervisor s time for fatigued employee follow up Engineering, Operations, and Admin staff all exhibit unique profiles Identify fatigue champions within each department TECHNOLOGY Resolved several issues with site access control real time monitoring Network adaptability is preferable reliable wireless connectivity enabler Pushing information and reports works better than relying on a pull system Access to the system in remote locations is necessary for success

31 Fatigue Zones Effect on Safety Incident Rate by Hour LTI & HPI 2-22 Fatigue Zones 3:-7:, 3:-7: Incident Rates are 2 times higher inside fatigue zones

32 Benefits Validation 95% Impact of FMS on Night Shift Attendance 94% 93% 92% showed showed 35% 35% fewer fewer incidents incidents for for each each M-ton M-ton of of Ore Ore and and Waste Waste hauled hauled from the pits from the pits 9% 9% 89% Night Shift Attendance 88% 87% 86% 85% Feb Mar Apr Shift Shift Attendance Attendance has has improved improved about about 3% 3% since since starting starting FMS FMS implementation implementation and and opening opening of of the the Fatigue Fatigue Center Center in in May Jun Jul.5 Incidents / Million Tons Jan MineSepHPI, LTI Incident Rate Oct Nov per M-ton of Production Aug

33 Qualitative Findings Workers and Supervisors agreed that fatigue risk monitoring (FRM) increased their awareness of job safety and performance 84% Workers and Supervisors agreed that FRM increased Before their ability to manage their own fatigue levels at work After 46% 8% Workers thought that FRM would help management understand workers better and help to improve their working conditions 94% Workers reported they feel better about their work environment when knowing that employees around them were monitored for alertness/fatigue 96% Heitmann 2, Evaluation of Fatigue Systems, Awake Institute, LLC

34 Thank you!