HUMAN FACTOR

SESSION
The Importance of Human
Factor:-
 Most apron accidents an incidents involve
some type of human error or violation of
company policies, processes or procedures.
 Annual cost of ground damage estimated in

BILLIONS of dollars
 Effective human factors training program

improve work performance .

 We learn from our actions & errors
of human
slips

Skill based

lapses

error
Rule based
mistakes
mistakes
Knowledge
based mistakes
Human failure
routine

situational

Violation

exceptional

optimizing
Definitions:-
 Error:-
An action or decision that was not intend & which involved a deviation
from accepted standard leading to an undesirable outcome.
 Violation:-

Deliberate deviation from a rule or procedure .

Slips/lapses:-
An actions that are not planed or that were unblended
Skill based error:-
That tend to error in highly procedural eyes takes & can be made by even
the most experienced & highly motivated people these types or errors
tend to be difficult to eliminate by training and there fore need to be
designed out.
Example of slips :-
May involve Pressing the wrong Button or accidentally transcribing figures
when copying data from a display readout into a logbook .
Common example of slip:-
Selecting the wrong gear by accident
Example of lapses :-
Forgetting to carry out a particular step in a
procedure.
Forgetting to apply the handbrake when
leaving yours GSE .
Mistakes are errors of judgment or decision making
where a person do the wrong thing believing it to
be Wright they can be subdivided into rule- based
mistakes & knowledge –based mistake .
Example of rule-based mistake :-
Would be when person tries to carry out a familiar
task step but in the wrong situation.
Knowledge-based :-
Can be occur when trying to make the right
decision in an unfamiliar situation or when
someone misdiagnoses the causes of the
problem .
Violation:-
On the other hand differ from unintentional
human errors inn that they are intentional
deviations from rules procedures or
regulation, Most violations are motivated by
a desire to try to get the job done as
efficiently as possible and they are not
malicious deliberate acts of sabotage there
are various performance shaping factors
that can act direct motivators to carryout
violations.
Violations can usually be categorized according to
these main factors that influence their occurrence .
This slide presents four main categories of violation.
Routine violations:-
Which occur when bending the rules of a procedure has
become perceived as the normal way of working
within a work group typically this can be because
there is perception among the workforce that the
procedure for example inaccurate our out –of-date
longer reflecting the latest tools & equipment or may
no longer be perceived as an efficient way to perform
or complete a specific task incontrast .
Situational violations:-
Occur when rules are broken due to arising
situation such as for example severe time
pressure or insufficient staff being available
this may mean that jobs cannot be carried out
would be expected under normal operating
conditions another example of a Situational
violations may be where the required PPE is
not readily available a further example may be
A worker use a forklift to stick poster on ISU
instead of use mobile scaffold to save time.
Exceptional violations:-
Less common & these typically apply where
there is a need to solve a unique problem
when something has gone wrong the person
may feel the need to brake a rule and take a
risk in order to achieve the desired outcome
whether that person’s believe turns out to be
correct or incorrect they believe they must
carryout the required action as be first
outweigh the risks.
Optimizing violations;-
Sometimes observed where by members of
workforce may make certain violation in an
aim to make the task or job more exciting or
less restrictive for example it is against the
law to speed in a GSE over 25 KM/hr in a
service road. Sometimes people speed to
make driving more exciting.
Active & latent Failure:-
 The other key concept notes in relation to
human errors and violations is that such
failures can be an immediate “Active” or
delayed effect “latent” effect .
 Latent made people such as system

designers or mangers who are significantly

removed in both space & time from the
frontline operational activates they tend to
involve failures in health & safety
management systems.
 That usually lag dormant within an organization only
becoming apparent after a period of time and when
combined with other conditions or events for resources
could lead to frontline staff being placed unrealistic
time pressure to get the job done increasing that active
failure may occur however latent failure can still be
associated with frontrunner activates at types for
example incorrect or insufficient maintenance work
conducted overlong period of time leading to the
degrading equipment in any organization there are
likely to be multiple systems & safeguards or barriers
that in place to prevent accident occurring these will
include engineered designated desired safeguards
procedures& SMS.
Fatigue Management:-
What is fatigue?
Fatigue refers to mental or physical exhaustion that stops
a person from being able to function normally. It is more
than simply feeling tired or drowsy. Fatigue is caused by
prolonged periods of physical and/or mental exertion
without enough time to rest and recover.
Fatigue is generally caused by:
 spending long periods of time awake

having an inadequate amount and/or quality of sleep

over an extended period.

Factors both in and outside of the workplace can be a

source of fatigue.
Fatigue can be a major source of stress among employees,
and fatigue can significantly affect an employee’s capacity
to function. It can impact on an employee’s performance
and productivity, and increase the potential for workplace
 What cause Fatigue?
While fatigue is generally caused by lack of sleep or poor-quality
sleep, there are several work-related and
non-work related factors that can contribute to its development.
References:-
 Airport Handling Manual “AHM” 38th edition
 The University of Western Australia, Safety and

Health, Fatigue management,

www.safety.uwa.edu.au/health-wellbeing/health/f
atigue
 Better Health Channel, Victorian Government,

Fatigue explained,
www.betterhealth.vic.gov.au/bhcv2/bhcarticles.ns
f/pages/Fatigue_explained

 Workplace Health and Safety Queensland 2008,

 Managing fatigue: a guide for the workplace
Prepared by:-
Mohamed Massad