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Human Factor Off01

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Shahzad Khalil
Shahzad Khalil
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Human Factors for Aircraft Maintenance Compiled by Shahzad Khalil Aug2007
Contents of Course ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Foreword ,[object Object],[object Object],[object Object],[object Object]
Goal ,[object Object],[object Object],[object Object],[object Object]
Quotation: To err is human. ,[object Object],[object Object],[object Object],[object Object],[object Object]
Introduction ,[object Object],[object Object],[object Object],[object Object]
The need to consider the human factor ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Error in aircraft maintenance ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Reasons of Safety Improvement ,[object Object],[object Object],[object Object]
[object Object],[object Object]
Human Error Estimates:
Error Iceburg: ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
In aviation, Extremely Low Tolerance for Errors ,[object Object],[object Object],[object Object]
Causes & Casts of Air Accidents ex: Boeing
A Simple Mistake by one Person affects an Entire Organsiation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Cost of one Night Stop at Foreign Station ,[object Object]
Top seven causes of inflight shutdowns : Boeing analyzed the most common errors behind B767 inflight shutdowns; almost 70% were caused by installation problems. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Top eight common maintenance errors ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Who is right? ,[object Object],[object Object]
Aloha Airline’s flight of B737 had 18 feet (5.5m) of fuselage skin ripped off. ,[object Object],[object Object],[object Object],[object Object],[object Object]
Comparison of Human Errors to Machine Errors
Murphy’s Law : ,[object Object],[object Object],[object Object],[object Object],[object Object]
Types of Errors ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Conclusions from brief introduction of human Errors ,[object Object],[object Object],[object Object],[object Object],[object Object]
9.2 HUMAN PERFORMANCE AND LIMITATIONS ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Brain ,[object Object],[object Object],[object Object],[object Object]
Strategies
Information Awareness ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Detection & Awareness ,[object Object],[object Object],[object Object]
Use of eyes : ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Hearing ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Ear Protections ,[object Object],[object Object],[object Object],[object Object]
What is the difference between Hearing & Listening ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Listening ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Hearing Damage
Different Ways of Information Transfer: ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Information That is Hard to See or Hear ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Information Present but Missed ,[object Object],[object Object],[object Object],[object Object],[object Object]
Attention and Awareness ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Mental limits: Disassembly and Re-assembly ,[object Object],[object Object],[object Object]
Claustrophobia and Physical Access ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
9.3 Social Psychology ,[object Object]
Different Ways to Learn & %age Remembered: ,[object Object],[object Object],[object Object],[object Object],[object Object]
Motivation ,[object Object]
Alfred Adler’s Motivation Theory ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Maslow’s Theory of Hierarchy of Needs
Culture Issues ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Teamwork ,[object Object],[object Object],[object Object],[object Object]
Characteristics of an Effective Team ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Leadership ,[object Object],[object Object]
Responsibilities of Leaders ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Effective Leader ,[object Object],[object Object],[object Object],[object Object],[object Object]
Types of Leaders ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object]
When to use Authoritative and when Participatory? Authoritative Participatory Done quickly. Time available. Task structured. Clear Answers. Task unstructured. Inputs required. Conflicts Work well together. Accepts decision taken by single person. Do not accepts decision taken by single person.
9.4. Factors Affecting Performance Stress ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Stress and performance ,[object Object],[object Object],[object Object]
Time Pressures & Deadlines ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Varying the Task ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Components of Situation Awareness ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Models ,[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object]
SHELL Model ,[object Object],[object Object],[object Object],[object Object],[object Object]
9.7 Communication
Definitions of Communication ,[object Object],[object Object],[object Object]
The Transactional Analysis Model ,[object Object],[object Object],[object Object],[object Object]
The Transactional Analysis Model (Contd.) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Transactional Analysis Model (Contd.) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Dupont Model ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Results of poor communication ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Results of good communication ,[object Object],[object Object],[object Object],[object Object],[object Object]
Forms of communication ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Communication model ,[object Object],[object Object],[object Object],[object Object],[object Object]
Three C s of Communication ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The impact of information technology ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
9.8 Human Errors ,[object Object]
Types of Errors ,[object Object],[object Object],[object Object],[object Object]
Dirty Dozen ,[object Object]
Dirty Dozen ( continued) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
1. Lack of Communication ,[object Object],[object Object],[object Object],[object Object],[object Object]
Sender-Receiver Model of Communication
Compare two Log-book Entries
2. Lack of Team Work
3. Lack of Assertiveness
4. Complacency (Too relaxed)
5. Distraction
6. Pressure
7. Lack of Resources
8. Lack of Knowledge
9. Lack of Awareness
10. Norms
11. Stress
12. Fatigue
Shift Work
Thank you for your Attention

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