HUMAN FACTORS Chapter - 3There are three areas of influence on people at work, namely: (a) the organization (b) the job (c) personal factors These are directly affected by: 1. the system for communication within the organization 2. the training systems and procedures in operationThe Organization Characteristics of organizations which influence safety-related behavior include: (a) the need to promote a positive climate in which health and safety is seen by both management and employees as being fundamental to the organization’s day-to-day operations Example: they must create a positive safety culture~~ (b) the need to ensure that policies and systems which are devised for the control of risk from the organization’s operations take proper account of human capabilities and failures (c) commitment to the achievement of progressively higher standards which is shown at the top of the organization and cascaded through successive levels of same(d) demonstration by senior management of their active involvement, thereby galvanizing managers throughout the organization into action; (e) leadership whereby an environment is created which encourages safe behavior.—_— The job Major considerations in job design include: (a) identification and comprehensive analysis of the critical tasks expected of individuals and appraisal of likely errors (b) evaluation of required operator decision making and the optimum balance between human and automatic contributions to safety actions~ (c) application of ergonomic principles in the design of man—machine inter-faces, including displays of plant and process information, control devices and panel layouts (d) design and presentation of procedures and operating instructions (e) organization and control of the working environment including work - space, access for maintenance, noise, lighting and thermal conditions(f) provision of correct tools and equipment; (g) scheduling of work patterns, including shift organization, control of fatigue and stress, and arrangements for emergency operations (h) efficient communications, both immediate and over periods of time.Personal factors This aspect is concerned with how factors such as attitude, motivation, training, human error and the perceptual, physical and mental capabilities of people can interact with health and safety issues.L SAFETY It is the process of involving employees in defining the ways that they are most likely to be injured, seeking their involvement, obtaining their ‘buy in’, and asking them to observe and monitor co-employees with a view to reducing their unsafe behaviors. Fundamentally, it is a means of obtaining increased improvements in safety performance through the promotion of safe behaviors at all levels in the workplace and in an organization.HUMAN ERROR . Inadequate information . Lack of understanding . Inadequate design . Lapses of attention . Mistaken actions . Misperceptions . Mistaken priorities . Willfulness CONDUNBWNRE— a ec = THE ELIMINATION OF HUMAN ERROR 1. Reduced all the above factors that need consideration in the design 2. Implementation of safe systems of work, processing operations, work routines and activities 3. Training and supervision routines should take account of these factors and the various features of human reliability.SAFETY ENTIVE SCHEMES - are a form of planned motivation - are most effective where: - people are restricted to one area of activity; - measurement of safety performance is relatively simple; - there is regular stimulation or rejuvenation; - continuing support is provided by management; - the scheme is assisted by appropriate safety propaganda~~ A TYPICAL WORKERS 1. Are workers who are notin normal daytime employment, together with shift workers, part- time workers and night workers 2. Between 60 and 80 per cent of all shift workers experience long-standing sleeping problems 3. Shift workers are 5 to 15 times more likely to experience mood disorders as a result of poor- quality sleep- = = Drug and alcohol abuse are much higher among shift workers. 80 per cent of all shift workers complain of chronic fatigue. Approximately 75 per cent of shift workers feel isolated from family and friends. Digestive disorders are four to five times more likely to occur in shift workers. From a safety viewpoint, more serious errors and accidents, resulting from human error, occur during shift work operations.REDUCING THE STRESS OF SHIFT WORK Strategies are available aimed at minimizing the resynchronization of body rhythms and other health-related effects The principal objective is to stabilize body rhythms and to provide consistent time cues to the bodyREDUCING THE STRESS OF SHIFT WORK Sleep deprivation This can have long-term effects on the health of the shift worker ¢ Theactual environment in which sleep takes place is importantLEE REDUCING THE STRESS OF SHIFT WORK Diet A sensible dietary regime, taking account of the difference between the time of eating and the timing of the digestive system, will assist the worker to minimize discomfort aa er Sar ie 1Se REDUCING THE STRESS OF SHIFT WORK Alcohol and Drugs * Avoidance of alcohol and drugs such as caffeine and nicotine can result in improved sleep quality * Occasional use of sleeping tablets may be beneficial, but they should be used under medical supervisionREDUCING THE STRESS OF SHIFT WORK Family and Friends * They should appreciate the demands on the shift worker * Better planning of family and social events is necessary to reduce the isolation frequently experienced by shift workersREDUCING THE STRESS OF SHIFT WORK Family and Friends * They should appreciate the demands on the shift worker * Better planning of family and social events is necessary to reduce the isolation frequently experienced by shift workersASSISTING A TYPICAL WORKER A number of remedies are available to organizations. These include: consultation prior to the introduction of shift work or other forms of a typical working; recognition by management that this aspect of work can be stressful for certain groups of workers and of the need to assist in their adjustment to this type of work;~ASSISTI NG A TYPICAL WORKER e regular health surveillance of a typical workers to identify any health deterioration or change at an early stage; © training of shift workers to help them recognize the potentially stressful effects and advise them about the changes in lifestyle that may be needed to reduce these effects; e better communication between management and workers aimed at reducing the feeling of isolation frequently encountered.ESTABLISHING A SAFETY CULTURE The main principles involved when establishing a safety culture are generally accepted to be: e the acceptance of responsibility at and from the top, exercised through a clear chain of command, seen to be actual and felt through the organization; ® aconviction that high standards are achievable through proper management;"ESTABLISHING A SAFETY CULTURE The main principles involved when establishing a safety culture are generally ogre to be: setting and monitoring of relevant objectives/targets, based upon satisfactory internal information systems; ® systematic identification and assessment of hazards and the devising and exercise of preventive systems which are subject to audit and review; in such approaches, particular attention is given to the investigation of error;ESTABLISHING A SAFETY CULTURE The main principles involved when establishing a safety culture are generally accepted to be: © immediate rectification of deficiencies; and © promotion and reward of enthusiasm and good resultsNG A SAFETY CULTURE = e Leadership and commitment from the top which is genuine and visible Acceptance that it is a long-term strategy which requires sustained effort and interest ° A policy statement of ne expectations and conveying a sense of optimism about what is possible supported by adequate codes of practice and safety standards ° Health and safety should be treated as other corporate aims, and properly resourcedPING A SAFETY CULTURE — It must bea line management responsibility ° ‘Ownership’ of health and safety must fill all levels of the work-force. This requires employee involvement, training and communication ° Realistic and achievable targets should be set and performance measured against them Incidents should be thoroughly investigated ° Consistency of behavior against agreed standards should be achieved by auditing and good safety behavior should bea condition of employment EATURES- ae A SAFETY CULTURE — ESSENTIAL FEATURES ° Deficiencies revealed by an investigation or audit should be remedied promptly e Management must receive adequate and up-to-date information to be able to assess performance.——~ COMMUNICATIONS ° As with so many areas of psroumence there must be communication both vertically and laterally © The board must set the standards which are both meaningful and measurable ° They must communicate these standards down throughout the organization and ensure such feedback as to enable them to measure and compare performance.BARRIERS TO COMMUNICATION A number of barriers can arise at the various phases of the process, in particular: Barriers to reception e Reception of communication can be influenced by: » the needs, anxieties and expectations of the receiver/listener; « the attitudes and values of the receiver; and * environmental stimuli, e.g. noise.BARRIERS TO COMMUNICATION e Barriers to understanding ° Understanding is a complex process and is affected by: » the use of inappropriate language, technical nonsense; + the extent to which the listener can concentrate on receiving the data completely, i.e. variations in listening skills; » prejudgements made by the listener;BARRIERS TO COMMUNICATION ¢ Barriers to understanding ° Understanding is a complex process and is affected by: + the ability of the listener to consider factors which may be disturbing or contrary to his ideas and opinions, i.e. the degree of open-mindedness that he possesses; + the length of the communication; and » the degree of knowledge possessed by the listener.BARRIERS TO COMMUNICATION Barriers to acceptance Acceptance of a communication is affected by: e the attitudes and values of the listener; e individual prejudices held by listeners; » status clashes between the sender and the receiver; and e interpersonal emotional conflicts