Human Factors

Six key areas proposed Fatigue, Automation Insertion of new technologies, Physical environment, Pilot decision making, Procedural non-compliance, Maintenance issues

Key areas added Decision making ATM; airspace management Crew/management acceptance of automation Acknowledgment of environment impact on mtce Cultural issues at all levels –Management influence on culture

Three areas tackled (concensus priority) Fatigue Automation and technology insertion Human factors in maintenance –Back to fatigue!

Fatigue: challenges Variation in size of operation Wide scope of working conditions and rules Public use of aircraft (USA) –Lack of regulation Single operator organizations Knowledge of mission influence on human factors/safety –Basis for decision to go Diverse missions –Eg EMS/50% night Self-assessment has problems Methods to measure fatigue and its causes –Including non-workplace fatigue generators

Fatigue: action items Need for training and education at all levels Need tools and guidance –Fatigue assessment –For crews and management –Go/no go assessment tool –Specific needs for single helo operators Need to set a requirement floor –Tailored to industry sector/nature of operation –Must be in regulation –Based on best practices elsewhere (eg CAP 382) –Level of delegation TBD –Establish procedures or provide guidelines Fatigue-sensitive culture must be established At all levels of organization Endorsement and enforcement by management Training delivery All above applies to operations and maintenance Scan for and prioritize best practices elsewhere

Automation/New technology Insertions: Challenges Resistance to automation Automation-induced dependence or “complacency” –Supported by increased reliability/reduced frequency of occurrence Some automation takes crew out of loop –Rapid increase in workload when failure happens Transition between more/less automated cockpits, multiple cockpit configurations Lack of display/control standardization

Automation/New technology Insertions: Actions (1) Apply automation to leading accident causes –Eg brownout, loss of tail rotor effectiveness, rollover Expand training scope –Training/familiarization on automated systems –Increase realism/surprise/stress –Increased recurrent training on automated systems Not just check ride –Increased focus on abnormal/emergency procedures

Automation/New technology Insertions: Actions (2) Develop methods to accelerate introduction of new/automated technologies Improved acceptance of automation technologies Improve abnormal/emergency procedures associated with automated systems Design automated systems to prevent “person out of loop” situations Improve standardisation of information display and controls –Converge to best practices as they emerge Use automation to make helos easier to fly and reduce workload –More time for situational awareness

Human factors in maintenance Challenges Fatigue very prominent Culture is do whatever it takes to dispatch –Often internalised pressure to do whatever it takes to dispatch –Economics/revenue generation Senior management needs to better understand working level culture

Human factors in maintenance Actions High similarity with fatigue thread Transition to “flight crew culture” with standards –Currently culture is do whatever it takes to dispatch –Will require some level of regulation Consistent communication of cultural message –Analogy: MADD and drinking and driving Change the measures of performance for mtce personnel –Away from dispatch only –Eg add safety record etc. Help management understand the culture in their organization –“Whitecap” non-punitive external audit Information gathered from working level Limited disclosure/no adverse consequences