Fatigue Management Program for Canadian Marine Pilots

More documents

Recommendations

Info

DEVELOPMENT OF A FATIGUE MANAGEMENT PROGRAM FOR CANADIAN MARINE PILOTS • Comparisons of each pilot’s estimated fatigue levels can be made based on the work history over the past two weeks. • Predictions about the pilot’s estimated level of fatigue can be made using the “Personal FAID”. • Data for Personal FAID must be input using the Personal FAID input screen, a relatively easy step. • Dispatchers can use Personal FAID to predict at what level a pilot will be at some given time in the future. • Both FAID and Personal FAID can be used to make decisions about pilot assignments, taking fatigue into account. • Outputs of pilot fatigue levels and predicted fatigue levels will allow dispatchers to identify those pilots who may need a few hours of extra rest before being called for a ship. • Testing of the software should be carried out in a simulated scheduling environment, where pilot assignments can be made in a “close to real” situation, using dispatchers as participant/subjects. 5.3 Monitoring and Sensitization Guidelines These guidelines provide an outline for monitoring the FMP activities, sensitizing pilotage personnel to the goals and benefits of the FMP, and informally assessing the impact of the FMP on the pilotage system. 5.3.1 Monitoring Activities The consultant or in-house FMP co-ordinator should carry out the following activities to ensure that the FMP is properly planned and proceeding as planned: • preparation of a plan; • informal interviews; • review of fatigue-related incidents; and • provide a sounding board for fatigue-related issues. 5.3.2 Sensitization The following activities should be considered for ensuring that the pilotage authority and its personnel are constantly aware of the FMP, its successes and its goals: • creation and distribution of a brief quarterly newsletter containing updated information regarding fatigue, articles retrieved from published material (newspapers, magazines, trade journals, etc.) and announcements of FMP related activities (e.g., establishment of new sleeping facilities, upcoming formal FMP evaluation, information sessions); • posters with reminders about FMP goals, successes, helpful hints on sleep, alertness coping strategies, information on any new facilities (e.g., sleeping room at a pilot house, etc.); 74
FMP Guidelines • informal meetings with pilot associations, pilots, dispatchers, pilotage executives and other personnel. 5.3.3 Informal Assessment of the FMP Problems, successes and progress during the FMP activities should be addressed and monitored. This information can then be used to make changes if necessary (i.e., if the problem causes disruption to the operation), or a recommendation for change can be recorded and used in the formal evaluation and implemented following the evaluation. Successes can be announced and the progress of the program can be communicated to personnel. 5.3.4 Corporate Fatigue Management Program Plan 5.3.4.1 Contents Purpose • Inform management of the costs, benefits, and savings of the FMP. • Help management appreciate the importance of sleep, circadian rhythms and the effects of fatigue. • Inform managers about their responsibilities and level of support required. Scope • Levels of tailoring • Who is affected Guiding philosophy • Managing fatigue involves all parts of the pilotage authority and requires support from all parties. • Fatigue is potentially dangerous and disruptive, and must be understood and managed effectively. Outline of FMP components and their relationships • Education – fatigue management awareness training for pilots • Scheduling – integration of a scheduling process that includes fatigue management principles • Monitoring, feedback and communications – establishment of a process of communication, feedback and monitoring (tracking) of FMP activities • Program evaluation – end-of-year assessment of the program’s successes and shortcomings – opportunity to improve FMP 75
Page 1:
TP 13958E Development of a Fatigue
Page 4 and 5:
This report reflects the views of t
Page 6 and 7:
Transports Canada Transport Canada
Page 9 and 10:
Acknowledgements This guide was dev
Page 11 and 12:
Executive Summary This report is pa
Page 13:
day shifts if they are well rested
Page 16 and 17:
Les résultats de l’étude sont r
Page 18 and 19:
Description d’un prototype de Pro
Page 20 and 21:
3.3.1.5 Work and Rest .............
Page 23 and 24:
List of Figures Figure 1 Major Step
Page 25:
1. INTRODUCTION
Page 28 and 29:
DEVELOPMENT OF A FATIGUE MANAGEMENT
Page 31:
2. LITERATURE REVIEW
Page 34 and 35:
Page 36 and 37:
Page 38 and 39:
Page 40 and 41:
Page 42 and 43:
Page 44 and 45:
Page 46 and 47:
Page 49: 3. REPORT ON MARINE PILOTAGE FATIGU
Page 52 and 53: DEVELOPMENT OF A FATIGUE MANAGEMENT
Page 81 and 82: 4.1 Objectives 4.1.1 Objectives Thi
Page 83 and 84: Description of an FMP Prototype bio
Page 85 and 86: Description of an FMP Prototype 4.2
Page 87 and 88: Description of an FMP Prototype how
Page 89 and 90: Description of an FMP Prototype Mat
Page 91 and 92: Description of an FMP Prototype •
Page 93 and 94: Description of an FMP Prototype 4.3
Page 95: 5. FMP GUIDELINES
Page 109 and 110: Alberta Trucking Industry Safety As
Page 111 and 112: References Filor, C.W. (1998) Thing
Page 113 and 114: References Parker, A.W., and Hubing
Page 115 and 116: References Sparks, P.J. (1992) Ques
Page 117: APPENDIX A DATA COLLECTION TOOLS FO
Page 135: APPENDIX B SLIDES FOR SIX-HOUR PILO
Page 150 and 151:
Page 152 and 153:
Page 154 and 155:
Page 156 and 157:
Page 158 and 159:
Page 160 and 161:
Page 162 and 163:
Page 164 and 165:
show all

Fatigue Management Program for Canadian Marine Pilots

Create successful ePaper yourself

Delete template?

Save as template?