Fatigue Management Program for Canadian Marine Pilots

More documents

Recommendations

Info

DEVELOPMENT OF A FATIGUE MANAGEMENT PROGRAM FOR CANADIAN MARINE PILOTS The guidelines consist of: • How to set-up a two-year implementation plan; • Guidelines for determining when to hold training sessions and workshops; and • Hints on communicating FMP information. 4.3.4 FMP Evaluation Process The evaluation process for an FMP is described in this section. The FMP must be assessed for its efficacy and practicality. Assessments using questionnaires, interviews, reviews of counselling documentation, feedback during refresher sessions, informal comments provided by pilots and management, and reviews of documentation regarding pilotage performance, system safety and incidents, must be conducted on a scheduled basis. 4.3.4.1 Questionnaires and Interviews Management and their pilots will be polled after 12 months to determine how well the FMP has been functioning, what changes were made along the way, and what improvements might make the FMP more valid, practical and effective. 4.3.4.2 Counselling Information The FMP co-ordinator may learn about elements in the FMP process that have problems. This information can be used to highlight those areas that require further study (input for questionnaire or interview development) or that should be changed. 4.3.4.3 Reporting Fatigue-Related Errors and Incidents Transport Canada can use its existing databases on human error, and can enhance existing data capture techniques used to identify fatigue as a cause. Errors could be reported to a third party reporting centre (e.g., a private agency that maintains a completely confidential database, funded by Transport Canada or the Transportation Safety Board). A standard form could be developed that allows pilots to enter only information pertinent to the nature of the incident and errors that occurred. The form would not require an individual’s name, or names of places or other information that would allow the identification of the pilot. The reliance on reasonable identification of circumstances and conditions would suffice. Details about the relationship of the error to fatigue would be requested, as would any information regarding other potential causes. The FMP co-ordinator would have access to summary data on error rates for different types of errors and associated information. Comparisons of the fatigue-related error rates (per ship movements) for pre- and post-FMP implementation would help to show whether the FMP has helped, and by how much. If it is not feasible to set up an error reporting system, comparisons of fatigue-related incidents, adjusted for ship movements, may still help to determine the FMP’s efficacy. However, this information will be less informative. 66
Description of an FMP Prototype 4.3.5 FMP Implementation The success of any program hinges on the participation of all of the stakeholders. In the case of an FMP, upper management, line management/supervisors, schedulers, human resource and occupational health and safety professionals, worker associations, and workers must all support the program in order to fully enjoy its benefit. For the marine pilotage this means pilotage authorities, policy makers, management, FMP co-ordinators, dispatchers, pilot associations, and pilots. The pilotage authorities can learn more about their role and responsibilities regarding FMP implementation in the detailed guidelines provided in Chapter 5. The FMP co-ordinator will learn his/her responsibilities and procedures during the two-day train-the-trainer workshop course. The pilots will become aware of their role and responsibilities in the six-hour workshop. 4.4 Overall FMP Process The FMP process is shown in Figure 20. The process starts with outside experts training the FMP coordinator. Next, the experts help the co-ordinator develop the FMP operating plan. Then the experts help the co-ordinator proceed through the other training sessions into an operational phase, through to the evaluation phase and redevelopment, and then the process will begin again with the co-ordinator carrying on independently. As time passes the program matures and the amount of training, redevelopment and evaluation reduces to a maintenance level. 67
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: DEVELOPMENT OF A FATIGUE MANAGEMENT
Page 49: 3. REPORT ON MARINE PILOTAGE FATIGU
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: Description of an FMP Prototype •
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 142 and 143:
Page 144 and 145:
Page 146 and 147:
Page 148 and 149:
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?