1. FATIGUE MANAGEMENT - AN INTEGRATED APPROACH – Quantifying Causes of Fatigue as a Key Step in the Process of Fatigue Management

2. QUOTATION
Last year, the Chief Inspector of Mines from the Department of Mineral Resources, Mr. David Msiza was quoted saying the following: “Fatigue is caused by prolonged periods of physical and/or mental exertion without enough time to rest or recover associated with multiple factors. It significantly affects an individual’s capacity to function, resulting in decreased performance and productivity, and increased potential for serious injuries to occur. The management thereof is a responsibility that must be shared between employer and employee”

3. BACKGROUND
Fatigue has become a very important matter to manage in order to minimise the affects it has on safety and production, and ultimately on costs. This has become a matter that the DMR is focusing on, especially since the publication and amendment of the Code of Practice (COP) on the 19th December 2014.
In accordance with Section 9(2) of the MHSA, an employer is required to prepare and implement a COP on any matter affecting the health or safety of employees and others. These COP’s must comply with any relevant guideline issued by the Chief Inspector of Mines (Section 9(3)). The guidelines in terms of developing mine based fatigue management practices need to include, but not limited to the following:
The development of a strategy for controlling risks of fatigue effectively;
Developing site specific fatigue management plans and programmes; and
Factors to be considered when managing fatigue.

4. CAUSES OF FATIGUE
- Australian Fatigue Experts Group, 2010

5. CAUSES OF FATIGUE
Supporting these findings, the COP of the DMR, as published in 2014 by the Inspector of Mines, classifies causes of fatigue into two main groupings:
Work related causes:
Work time arrangements – shift systems and rosters
Society is oriented toward traditional daytime work hours and work at night will often intensify fatigue and reduce alertness. Workers generally will not acclimate to night work, and sleep patterns will generally be disrupted so the non-work periods do not provide full recovery, resulting in sleep deprivation. Studies suggest that it can take up to 10 days to adapt to a night time work schedule
- US Department of Labour
Environmental work factors
Repetitive/ monotonous work
Complex physical or mental tasks
High physical workloads
Temperature, noise, vibration extremes
Restricted workspace
Work stress
Poor ergonomic design of workstation and equipment

6. CAUSES OF FATIGUE Non work related causes:
Undiagnosed medical conditions;
Living conditions (housing and nutrition);
Excessive commuting times;
Socio-economic issues – low level of support, second job for pay, family commitments;
Alcohol and substance abuse;
Lack of exercise; and
Medications.

7. CASE FOR MEASUREMENT
Based on the above mentioned causes, it is clear to see that the contributing fatigue causes are diverse and complex. In order to achieve the objectives of a fatigue management COP, a critical first step would be to scientifically quantify or measure fatigue, and to do this, one needs to know what the leading contributors are to the manifestation of fatigue.
Within the world of work, fatigue is inherent to both the job, as well as to the individual linked to the job. Both need to be understood and quantified from a fatigue management perspective.
In the following slide, the MRS fatigue measurement methodology is presented.

8. METHODOLOGY
In order to calculate the Total Fatigue Probability Index (FPI), two factors are taken into account, namely the job and the individual.
Total FPI = (j)FRf x (i)FRf
Job component:
(j)FRf = Inherent fatigue level (Work condition + Physical workload + Shift rotation + Shift duration + Nature of Work) x Probability impact of fatigue event
Individual component:
(i)FRf = Nutrition + Commuting time + Physical fitness + Living condition + Overtime

9. INTEGRATED FATIGUE MANAGEMENT MODEL

10. OVERVIEW OF PROCESS
The integrated fatigue management model consists out of three phases. These are:
Governance Phase: During this phase, the Client needs to establish a fatigue management Committee that will be responsible to manage the process. Critical deliverables in this phase are a site COP, supporting policies and procedures and conducting a base line fatigue risk assessment, as well as a project plan for execution;
Programme Phase: During this phase, both the job and individual components undergo the same process steps, namely:
Assess: Calculate and rate the inherent fatigue levels;
Interpret: Review the calculated fatigue levels and classify (traffic light). All fatigue risk factors (FRf’s) for individual, job and total will be translated into traffic lighting (red – high risk, amber – moderate risk, green – limited risk) in terms of management reporting;
Action: Identify options and determine (practicality, cost and impact) remedial/ corrective actions needed to mitigate high fatigue risk levels;
Interventions: In consultation with the Committee, link remedial/ corrective actions to high (red) fatigue risk levels for both jobs and individuals; and
Implementation: Approve budget and commence with the implementation of remedial/ corrective actions in terms of fatigue.
Monitoring and Reporting Phase

11. FATIGUE MANAGEMENT SYSTEM SCREEN SHOTS
Screen 1: Login
Screen 2: Summary – Executive Report

12. EXAMPLE OF EXECUTIVE REPORTS
Screen 3: Detailed Summary
(per high/medium/low risk)
Screen 4: Detail
(per individual/job dimensions)

13. EXAMPLE OF EXECUTIVE REPORTS
Screen 5: Detail for each dimension
(per individual/job dimension)
High Risk: (i)FRF
N = 82
Dimension
Details
Individual
Occupation
Recommended Intervention
Intervention
Decision
Date – Intervention Decision
Nutrition
One meal per day – Before Shift
P. Russouw
General Worker
Drop Down
Load
25/11/2013
M. Nthau
Shift Supervisor
L. Mopedi
Pump Attendant
Recommended Interventions agreed on by Client

14. VALUE ADD OF THE FATIGUE MANAGEMENT MODEL
Provides an integrated view of individual and job related fatigue;
Provides a proactive and progressive view on fatigue risk management;
Supports continuous tracking through active measurement and traffic lighting of fatigue levels related to individuals and jobs;
Maximises management time in terms of decision making by highlighting areas of critical concern;
Largely utilises data off existing systems through our web enabled fatigue management system;
Directly supports the DMR’s COP in terms of stated objectives; and
Places emphasis on the bottom line, namely people.