Human Factors affecting performance in Aviation. Covers the factors which affect human performance, the causes and consequences, and how to combat factors. Also covers how factors propagate into accidents,
Human Factors affecting performance in Aviation. Covers the factors which affect human performance, the causes and consequences, and how to combat factors. Also covers how factors propagate into accidents,
FAA HUMAN FACTOR IN AVIATION MAINTENANCE HF MROAmnat Sk
This manual is in response to the industry’s requests for a simple and manageable list of actions to implement a Maintenance Human Factors (MHF) program. A panel of experts selected the following six topics for such a program to be successful:
Event Investigation
Documentation
Human Factors Training
Shift/Task Turnover
Fatigue Management
Sustaining & Justifying an HF Program
For each of the six topics that contribute to the success of any MHF program, this manual offers the following:
Why is the topic important?
How do you implement it?
How do you know it is working?
Key references
Like any good operator’s manual, this document tells you what to do without excessive description of why you should do it. This manual recognizes you already know the importance of Human Factors. For detailed information, see the “Key References” at the end of each topic.
The selected six topics are critical because they are based on operational data and practical experience from the US and other countries. Transport Canada (TC), United Kingdom Civil Aviation Authority (UK CAA), and the European Aviation Safety Agency (EASA) regulations contributed to this manual. The steps are derived from a panel of ten industry and government contributors who have worked in aviation maintenance for an average of twenty-five years and in MHF for fifteen years. The contributors characterized these six topics and related steps as “information they wish they had known 15 years ago.”
These straightforward suggestions provide the key components for implementing a successful MHF program that will benefit your company, business partners, external customers, and the entire industry. Information is presented in summary bullets as follows:
These are six topics, from many, that a MHF program may consider.
Topics are not necessarily in order of importance, except that the data obtained from Event Investigation (Section 1) provide the foundation for many Human Factors activities.
You may implement any or all of the topics, however, they should be coordinated.
Your MHF activity should be based on the identified requirements and resources of your organization.
You are encouraged to supplement this Operator's Manual with additional references.
This document satisfies the industry request for a short and straightforward list of important actions.
Explaination of More Personal Safety program designed and delivered by Safety Culture Initiative for public use and filling gap of human resources risk management at nation state and company level.
First phase of MPS program is action "From Zero To Hero" delivered during Cybersecurity October to Poland and other countries in Polish and English language.
Crew Resource Management and
Situational Awareness
ASCI 516
Module 5 Presentation
Overview of Situational Awareness (SA)
Definitions
Components of SA
CRM skills that aid in situational awareness
Threats to SA
Prevention methods to enhance SA
Theory of the Situation
A set of beliefs about what is happening and what action an individual should take.
Based on the interpretation of available information.
Based on individual’s perception of reality
Reality of the Situation
What is actual reality, without human perception
Theory of Practice
An individual’s concepts and skills developed over time, used to build and respond to Theories of the Situation
The sum of experience
Theory of the Situation
You are MOST likely to change your theory of the situation when:
Operating under low stress
Have access to and accept feedback
Develop inquiry skills into your Theory of Practice. Guard against interpreting information to support your Theory of the Situation
Theory of the Situation
You are LEAST likely to change your theory of the situation when:
Your Theory of Practice is over-learned
You have a complacent attitude
It is a crisis situation
The theory of the situation is central to your self-esteem/ego.
Got SA???
Situation Awareness is an accurate perception of the factors and conditions currently affecting the safe operation of the aircraft and crew.
(ICAO & Industry CFIT Task Force).
8
Defining SA
Situational assessment is defined as the process of achieving situation awareness. It is the process of information acquisition and interpretation that leads to the product defined as situation awareness
Adams, Tenney and Pew, 1995
Awareness Is the Result of
Multiple Situational Assessment
Observation of Situation
Comparing observation with:
Other Observations
Expectations
Plans
Seeking More Information
Situational Assessment on Three Levels
Perception: Failure to correctly perceive the situation
Integration of Information:
Failure to integrate or comprehend the information
Projection: Failure to project situation into the future
Pilot Elements of Situational Awareness
Experience and Training
Physical Flying Skills
CRM Skills (Teamwork)
Spatial Orientation
Health and Attitude
12
Operational Clues to Loss of Situational Awareness
Terrible Eleven
Incomplete Communications
Ambiguity
Unresolved Discrepancies
Use of Undocumented Procedures
13
Operational Clues to Loss of Situational Awareness
Terrible Eleven
Preoccupation or Fixation
No One Flying
No One Looking
Confusion
14
Operational Clues to Loss of Situational Awareness
Terrible Eleven
Deviations from SOP’s
Violations of Limits and Regulations
Failure to Meet Targets
15
Confused?
Maintain Control - Fly the aircraft.
Create Time & Space - minimize the impact of any errors or threats by avoiding critical flight segments until ready.
16
REVERT TO BASICS:
Maintain Control - Fly the Aircraft. Or delegate someone to with specifi.
FAA HUMAN FACTOR IN AVIATION MAINTENANCE HF MROAmnat Sk
This manual is in response to the industry’s requests for a simple and manageable list of actions to implement a Maintenance Human Factors (MHF) program. A panel of experts selected the following six topics for such a program to be successful:
Event Investigation
Documentation
Human Factors Training
Shift/Task Turnover
Fatigue Management
Sustaining & Justifying an HF Program
For each of the six topics that contribute to the success of any MHF program, this manual offers the following:
Why is the topic important?
How do you implement it?
How do you know it is working?
Key references
Like any good operator’s manual, this document tells you what to do without excessive description of why you should do it. This manual recognizes you already know the importance of Human Factors. For detailed information, see the “Key References” at the end of each topic.
The selected six topics are critical because they are based on operational data and practical experience from the US and other countries. Transport Canada (TC), United Kingdom Civil Aviation Authority (UK CAA), and the European Aviation Safety Agency (EASA) regulations contributed to this manual. The steps are derived from a panel of ten industry and government contributors who have worked in aviation maintenance for an average of twenty-five years and in MHF for fifteen years. The contributors characterized these six topics and related steps as “information they wish they had known 15 years ago.”
These straightforward suggestions provide the key components for implementing a successful MHF program that will benefit your company, business partners, external customers, and the entire industry. Information is presented in summary bullets as follows:
These are six topics, from many, that a MHF program may consider.
Topics are not necessarily in order of importance, except that the data obtained from Event Investigation (Section 1) provide the foundation for many Human Factors activities.
You may implement any or all of the topics, however, they should be coordinated.
Your MHF activity should be based on the identified requirements and resources of your organization.
You are encouraged to supplement this Operator's Manual with additional references.
This document satisfies the industry request for a short and straightforward list of important actions.
Explaination of More Personal Safety program designed and delivered by Safety Culture Initiative for public use and filling gap of human resources risk management at nation state and company level.
First phase of MPS program is action "From Zero To Hero" delivered during Cybersecurity October to Poland and other countries in Polish and English language.
Crew Resource Management and
Situational Awareness
ASCI 516
Module 5 Presentation
Overview of Situational Awareness (SA)
Definitions
Components of SA
CRM skills that aid in situational awareness
Threats to SA
Prevention methods to enhance SA
Theory of the Situation
A set of beliefs about what is happening and what action an individual should take.
Based on the interpretation of available information.
Based on individual’s perception of reality
Reality of the Situation
What is actual reality, without human perception
Theory of Practice
An individual’s concepts and skills developed over time, used to build and respond to Theories of the Situation
The sum of experience
Theory of the Situation
You are MOST likely to change your theory of the situation when:
Operating under low stress
Have access to and accept feedback
Develop inquiry skills into your Theory of Practice. Guard against interpreting information to support your Theory of the Situation
Theory of the Situation
You are LEAST likely to change your theory of the situation when:
Your Theory of Practice is over-learned
You have a complacent attitude
It is a crisis situation
The theory of the situation is central to your self-esteem/ego.
Got SA???
Situation Awareness is an accurate perception of the factors and conditions currently affecting the safe operation of the aircraft and crew.
(ICAO & Industry CFIT Task Force).
8
Defining SA
Situational assessment is defined as the process of achieving situation awareness. It is the process of information acquisition and interpretation that leads to the product defined as situation awareness
Adams, Tenney and Pew, 1995
Awareness Is the Result of
Multiple Situational Assessment
Observation of Situation
Comparing observation with:
Other Observations
Expectations
Plans
Seeking More Information
Situational Assessment on Three Levels
Perception: Failure to correctly perceive the situation
Integration of Information:
Failure to integrate or comprehend the information
Projection: Failure to project situation into the future
Pilot Elements of Situational Awareness
Experience and Training
Physical Flying Skills
CRM Skills (Teamwork)
Spatial Orientation
Health and Attitude
12
Operational Clues to Loss of Situational Awareness
Terrible Eleven
Incomplete Communications
Ambiguity
Unresolved Discrepancies
Use of Undocumented Procedures
13
Operational Clues to Loss of Situational Awareness
Terrible Eleven
Preoccupation or Fixation
No One Flying
No One Looking
Confusion
14
Operational Clues to Loss of Situational Awareness
Terrible Eleven
Deviations from SOP’s
Violations of Limits and Regulations
Failure to Meet Targets
15
Confused?
Maintain Control - Fly the aircraft.
Create Time & Space - minimize the impact of any errors or threats by avoiding critical flight segments until ready.
16
REVERT TO BASICS:
Maintain Control - Fly the Aircraft. Or delegate someone to with specifi.
Pragmatic CyberSecurity and Risk ReductionBruce Hafner
At ClearArmor, we maintain that a fully interconnected approach to Risk Management, CyberSecurity, Audit, Compliance, and Governance is the best approach. For many organization, they may not be ready for that journey. In those cases, a pragmatic approach can significantly improve their risk reduction and CyberSecurity postures by building momentum.
Human factors, particularly human error, impacts how everyone works. Understanding how human factors affects productivity, quality, profitability, and prosperity in a global market. In the fourth industrial revolution, which is occurring now, it's very important to understand not only the work but how the works gets done. Using technology and innovations can help improve speed and reliability but humans are the driver for safety culture and behavior. Engineering, administrative controls and the use of personal protective clothing and equipment can help protect workers but understanding and doing the correctly each and every time will lead toward sustainable objectives and reduce waste and maximize time toward product/service output. Where emphasis is placed within the organization depends on the risk governance and strategic management objectives. The higher the risk the greater the reward or catastrophic loss. Understanding people and how they work is the safety catalyst in maximizing profits, productivity and quality.