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human factor and aviation safety, sleep, shift work and fatique, factors…

- - - - complacency
      - what can happen will happen
    - - vision
        
        cornea
        
        Acts as a fixed focusing device
        
        Responsible for 70% to 80% of light total focusing ability
        
        lens
        
        changed by the muscles surrounding it
        
        Final focusing adjustment to place a sharp image onto the retina
        
        Can be affected by factors such as fatigue or the ageing process
        
        iris and pupil
        
        Controls the amount of light that is allowed to enter the eye
        
        Coloured part of the eye
        
        retina
        
        cones
        
        Function in good light
        
        capable of detecting fine detail and are colour sensitive
        
        rod
        
        Located in periphery of the retina
        
        cannot detect colour
        
        sensitive at lower light levels
        
        poor at distinguishing fine detail
        
        Made up of a complex layer of nerve cells connected to the
        optic nerve
        
        lighting
        
        there should be sufficient lighting for optimal visual performance to look at colors and details
        
        defects
        
        hyperopia
        
        myopia
        
        colour blindness
        
        visual acuity
        
        the ability of the eye to discriminate sharp detail at varying
        distances
      - hearing
        
        middle ear
        
        transmits vibrations from the eardrum by way of three small
        bones
        
        inner ear
        
        protect the ear from sounds above 80 dB
        
        reducing the noise level by up to
        20 dB
        
        outer ear
        
        directs sounds down the auditory
        canal, and on to the eardrum.
        
        negative impacts on performance
        
        interfere with verbal communication between individuals
        
        cause accidents by masking warning signals or messages
        
        be annoying
        
        sudden sounds, constant loud sound
        
        damage workers’ hearing
        
        impairment
        
        Hearing loss can be temporary or permanent
        
        noise induced hearing loss
        
        permanent
        
        Regular exposure to high levels of noise over a long period
        
        temporary
        
        caused by relatively short exposure to very loud sound
        
        Can last from a few seconds to a few days
        
        Additional exposure may lead to permanent hearing loss
        
        high and low tone deafness
        
        hearing protection
        
        reduce noise levels at source, or move noise
        away from workers
        
        Hearing protection should always be used for noise, of any
        duration, above 115 dB
    - - judgement
      - decision making
      - memory
      - attention and perception
      - information processing
- - - - Sensory receptors
        
        ears/ auditory
        
        Echoic memory
        
        retained for up to two seconds
        
        touch/haptic
        
        Haptic memory
        
        retained only for about 10 second
        
        eyes/ visual
        
        Iconic memory
        
        retained only for about 0.5 second.
        
        limited capacity
      - memory
        
        working memory
        
        visual-spartial
        
        auditory
        
        last 10-30 seconds
        
        long-term memory.
        
        episodic
        
        lifetime duration
        
        unlimited capacity
        
        sematic
    - - Selective
        
        cannot focus on one more than one thing a time
        
        limited capacity
      - Divided
        
        concentration on more than one thing
      - Focused
        
        concentrating on one
        stimulus to the exclusion of all others
      - Sustained
        
        ability to direct and focus cognitive activity on specific stimuli
        
        complete any cognitively planned activity
    - - transforming data into information
      - requires existing knowledge and experience
      - how to associate the data in a meaningful manner
    - - action based on available
        information, knowledge, prior experience, expectation, context, goals
      - described as thinking,
        problem solving and judgment
    - - seek information to confirm mental model
      - not concious
      - reject information which
        suggests that this model is incorrect
    - - Can impinge on decision making
      - information
        
        may be stored incorrectly
        
        may be difficult to retrieve
        
        may not be stored correctly
      - how to avoid forgetting
        
        Use manual
        
        Use temporary aide-memoires
    - - process
        
        retrieval
        
        recovery of stored information
        
        registration
        
        input of information into memory
        
        storage
        
        retention of information
      - forms of memory
        
        Short-term memory
        
        Duration 10 to 20 sec
        
        Store information in five to nine items of information
        
        short term memory can be extended through
        
        Rehearsal
        
        Encoding the information in some meaningful manner
        
        particularly susceptible to interference
        
        types
        
        echoic
        
        things you can hear
        
        last 2 to 8 seconds
        
        ionic memory
        
        things you see
        
        last half a second to 1 second
        
        working memory
        
        can remember 7 unrelated items
        
        last for 10 to 20 seconds
        
        Long-term memory
        
        ingrained routines that have been established
        through practice
        
        unlimited capacity
        
        types
        
        episodic
        
        events can be lost by amnesia
        
        motor
        
        automatic
        
        driving, riding bicycle
        
        sematic
        
        meaning is never lost
        
        Ultra-short-term memory
        
        Sensory information storage
        
        Duration up to 2 sec
    - - perception
        
        what you see/ your opinion
      - comprehension
        
        what does this information mean?
      - projection
        
        what is the future outcome?
      - how to improve?
        
        feedback
        
        informing us of the accuracy of our mental models
        
        determine what events may
        have led to an observed system state
      - followed by
        
        decision making
        
        performance of action
        
        state of envoronment/ system
        
        goes back to situation awareness
  - - - advantage
        
        mostly do well for a given task
      - disadvantage
        
        overlook the importance of working together
    - - advantage
        
        Ownership as a group
        
        May involve cross checking others work
      - disadvantage
        
        Diffusion of responsibility
        
        notion of “someone else will do it”
        
        May act against safety
      - Phenomena to be aware of
        
        Intergroup conflict
        
        rivalries may arise between this team and others
        
        implications in terms of responsibility
        
        failing to share
        responsibility between them
        
        Group polarisation
        
        tendency for groups to make decisions that are more extreme
        
        also known as
        
        risky shift
        
        Social loafing
        
        tendency for some individuals to work less hard on a task
        
        believe others are working on it
    - - licensing, regulations and procedures
      - education and training
      - Incorporate culture of shared responsibility
- - - - Lack of Assertiveness
        
        Lack of confidence
        
        failing to speak up when things don’t seem
        right
        
        assertiveness
        also calls for listening to the views of others
        
        Assertiveness is that middle ground between being
        passive and aggressive
        
        safety nets
        
        If it’s not critical, record it in the journey log book
        
        only sign for what
        is serviceable
        
        Refuse to compromise your standards
        
        Be assertive and provide clear feedback
        
        Allow team members to give their opinions and accept criticisms
        positively
      - Pressure
        
        Pressure to be on time is ever-present in the aviation industry
        
        very time-sensitive and many decisions center on that fact
        
        self-pressure
        
        Over
        64 percent of pressure-caused errors
        
        One has to learn how to recognize and deal with pressure
        
        safety nets
        
        Communicate your concerns
        
        Request for assistance
        
        Be sure the pressure isn’t self-induced
        
        Just say No
      - Lack of Knowledge
        
        constantly changing technology
        
        contributor to an error
        
        average
        human only retains about 20 percent of what they learn
        
        unless
        they use it often
        
        safety net
        
        training
        
        one of the best safety nets
        
        Don’t rely on memory
        
        consult the relevant up to date
        manuals
        
        Always ask if in doubt
        
        Get training on type
      - Distraction
        
        anything that takes your mind off the job at hand
        
        mind works much quicker than our hands
        
        thus we are always thinking ahead
        
        Any distraction can
        cause us to think we are further ahead than we actually are
        
        responsible for at least
        15% of all aviation accidents
        
        safety net
        
        Always finish the job or unfasten the connection
        
        Document and handover the uncompleted work
        
        When
        you return to the job
        
        reinspect
        
        retrace your steps
        
        Use a detailed check sheet
      - Fatigue
        
        number one contributor to human error
        
        insidious
        
        fails to realize just how much his/her
        judgment is impaired until it’s too late
        
        Fatigue seldom works alone
        
        a contributor to one or more of the other dirty dozen
        
        safety net
        
        Be aware of the symptoms
        
        look for them in yourself and
        others
        
        when you are physically
        exhausted
        
        Plan to avoid complex tasks
        
        Sleep and exercise regularly
        
        Ask others to check your work
        
        If you are fatigued, take a break
      - Lack of Awareness
        
        ack of alertness and
        vigilance in observing
        
        usually occurs with very experienced
        personnel
        
        fail to reason out possible consequences
        
        safety net
        
        ask more “what ifs”
        
        if there is conflicting
        information or things don’t quite seem right
        
        Check to see if your work will conflict
        
        against an existing
        modification or repair
        
        Think of what may occur in the event of an accident
        
        Ask others if they can see any problem
        
        check periodically to ensure correct work procedures
      - Stress
        
        subconscious response to the demands
        
        it is not all bad
        until it becomes excessive and we have distress
        
        must learn
        how to manage stress
        
        if not stress will manage us
        
        high probability
        that human error will occur
        
        safety nets
        
        Stop and look rationally at the problem
        
        Determine a rational course of action and follow it
        
        Take time off or at least have a short break
        
        Discuss it with someone
        
        Ask fellow workers to monitor your work
        
        Exercise your body
        
        Ensure sufficient rest at all times
        
        Be wary of the effects of stress on your performance
      - Lack of Resources
        
        can compromise safety to carry out task
        
        caused many fatal
        accidents
        
        safety net
        
        Know all available parts sources and arrange for pooling or
        loaning
        
        Maintain a standard
        
        if in doubt ground the aircraft
        
        Order and stock anticipated parts before they are required
        
        Preserve all equipment through proper maintenance
        
        Check suspect areas at the beginning of the inspection
      - Complacency
        
        self-satisfied that we lose awareness
        of dangers
        
        sometimes called overconfidence
        
        creeps in as
        we become more proficient
        
        safety nets
        
        Train yourself to expect to find a fault
        
        consistently
        look out for these faults or hazards
        
        Never sign for anything you didn’t do
        
        awareness
        
        Never assume anything,
        
        always check
      - Lack of Teamwork
        
        larger an organization becomes, the more common this
        contributing factor is
        
        teamwork is constantly evolving and
        changing
        
        constantly worked on to prevent accidents from
        occurring
        
        hard to gain and very easy to lose
        
        Safety Nets
        
        Be sure that everyone understands and agrees
        
        through good communications and co-ordination with team members
        
        Look out for one another
        
        Discuss what, who and how a job is to be done
      - Norms
        
        short
        for “normal”
        
        the way things actually are done around an
        organization
        
        Norms are unwritten rules
        
        followed or tolerated by the
        majority of a group
        
        Negative norms
        
        detract from an
        established safety standard
        
        safety net
        
        Always comply with defined work procedures
        
        Be aware that “norms” don’t make it right
      - Lack of Communication
        
        failure to exchange information
        
        focus on not only how this comes to happen
        
        in good communication, “the
        mental pictures must match.”
        
        safety net
        
        Discuss work to be done
        
        what has been completed
        
        Use logbooks to communicate
        
        to remove doubt
        
        Never assume anything, always check
- - - - Very loud sounds
        
        sudden or continuous
      - Very bright lights
        
        welding
      - Confined or enclosed areas
      - Working at significant heights
      - Noxious substances
        
        fumes
        
        liquids
      - Excessive temperature
      - Moving equipment/ vehicle/ vibrations
    - - Should contain
        
        CAUTION
        
        hazard of lesser magnitude
        
        yellow and black
        
        DANGER
        
        cause grave, irreversible
        damage or injury
        
        red,balck and white
    - - Evaluate the risks and decide on precaution
      - Record your findings and implement them
      - Decide who might be harmed and how
      - Review your assessment and update if necessary
      - Identify the hazards
    - - hazard
        
        may cause harm
        
        chemicals
        
        electricity
        
        working from
        ladders
        
        open drawer
      - risk
        
        chance, high or low, that somebody could be harmed
    - - injury to oneself or to a colleague
      - situation that is inherently dangerous
        
        potential to cause
        injury
      - Organisation should provide
        
        Procedures and facilities for dealing with emergency situations
        
        Adequately communicated to all personnel
        
        Appropriate guidance and training
        
        Appoint and train one or more first aiders
  - - - Verbal/spoken
        
        words
        
        grunt
        
        phrase
        
        sentence
      - Written/textual
        
        printed words
        
        numbers on paper or on screen
        
        hand
        written notes
      - Non-verbal
        
        Graphic
        
        pictures
        
        diagrams
        
        hand drawn sketches
        
        indications
        
        e.g. on cockpit instruments
        
        Symbolic
        
        thumbs up
        
        wave of the hand
        
        nod of the head
        
        Body language
        
        facial expressions
        
        touch such as a pat on the back
        
        posture
        
        hand signs
      - Transactional analysis (TA)
        
        2 concepts
        
        3 parts of ego state
        
        adults
        
        grown up rational person
        
        parents
        
        Nurturing
        
        controlling
        
        child
        
        Curious and Exploring
        
        Adaptive
        
        Natural
        
        Communication(Transaction)
        
        exchange is a transaction
        
        two people communicating
        
        Problem come when the transaction are unsuccessful
        
        Conflict
        
        When people are thinking in the same level
        
        communication is easy
        
        problem
        
        when there is a cross transaction where people think
        at a different level
    - - Understanding personality and communication
    - - Id
        
        Has no perception of reality
        
        Seek to satisfy its needs through primary
        process
        
        example
        
        Baby crying when hungry
        
        primal desires
        
        basic nature
      - Ego
        
        Aware of reality
        
        hence operates via
        the reality principle
        
        recognises
        behaviour has its consequences
        
        Uses secondary processes
        
        perception
        
        recognition
        
        judgment
        
        memory
        
        Controls higher mental processes
        
        reasoning
        
        problem
        -solving
        
        reason and self control
      - Superego
        
        Contains our values and social morals
        
        counterbalance to the id
        
        quest for perfection
    - - Conscious mind
        
        current awareness
      - Pre-conscious mind
        
        things of which we are aware
        
        but not paying attention
      - Subconscious mind
        
        process and content are out of direct reach of the
        conscious mind
        
        thinks and acts independently
    - - Speech
        
        make sure the message has been understood
        
        those receiving it must listen
        
        confirm that they have received
        
        ask
        questions if they have any doubts
      - Documentation
        
        Communication via written material
        
        maintenance manuals
        
        parts catalogues
      - Non verbal cues
        
        Use where speech cannot be used
        
        noisy environments
        
        people are
        wearing hearing protection
        
        facial expression
        
        body language
        
        tone of voice
      - Physical cues
        
        tags or lockout
        devices
        
        signing off a logbook entry
        
        referring to a maintenance manual
        
        Can be an informal cues
        
        An open cowl
        
        position of a work stand
    - - Understand the content
      - has to be clear and unambiguous
      - The message must also be appropriate to the context
        
        preferably be compatible with the receiver’s expectations
      - any ambiguity exists
        
        engineer must seek clarification
    - - Asynchronous
        
        recipient does not receive the
        information immediately
        
        written information
        
        email
        
        manual
      - Synchronous
        
        Both the sender and the receiver are present at the same time
        
        not necessarily to be face to face
        
        two-way telephone
        conversation, or even and online chat
    - - Implicit
        
        things we do
        
        individually or collectively
        
        usually without regard to the messages
        others receive
        
        often given off
        
        depends on the recipient or observer
        
        may or may not be intentional
      - Explicit
        
        things we say or write
        
        intended to influence the behaviour of
        others
        
        “Do this” and “Don’t do that”
        
        leave as little room as possible for interpretation or ambiguity
        
        intentional
    - - receiver
        
        not received
        
        understood incorrectly
        
        not clarified when necessary
      - both
        
        Failure to reach clear mutual understanding
        
        Wrong mode used
        
        oral message when documentation required
        
        email sent
        assuming it would be read
      - sender
        
        Partial message not sent
        
        hidden agenda
        
        keeps partial
        information to themselves
        
        Incomplete or ambiguous message sent
        
        sender uses inappropriate method
        
        face-to-face communication not used for
        important/sensitive messages
        
        Inconsistency between oral and non-verbal cues
        
        sender’s attitude/body language
        does not reinforce an urgent
    - - Passive listening
        
        receiver who does not repeat
        
        message cannot be sure that
        they have completely understood
      - Lack of assertiveness
        
        direct and open, without being either aggressive or excessively polite
      - Expectancy errors
        
        expectations set the context for communication and influence
        
        about to be told about an oil leak, but are told about
        a fuel leak instead
        
        unconsciously continue to think about an oil leak
      - Inappropriate non-verbal cues
        
        there is a fire but told you in a relaxed manner
        
        might
        assume that you had misheard them
        
        We sometimes pay more attention to the non-verbal
    - - Shift handover meetings
      - Walkthroughs
      - Task handover
        
        Handing over a task directly to another person
        
        Handing over a task for somebody to complete at a later stage
        
        single medium with no redundancy and opportunity to question
        and test a true understanding
  - - - can be recovered
        
        pilot miscalculates the fuel he should carry
        
        divert to a closer airfield
    - - cannot be recovered
        
        accidentally dumps his fuel
        
        not have many options open to him
        
        Memory failures
        
        basic memory processes
        
        Storage
        
        2 more items...
        
        Retrieval
        
        1 more item...
        
        Input failures
        
        forgetting names
        
        1 more item...
        
        forgetting previous actions
        
        1 more item...
    - - action that has an immediate effect
    - - action that has a delayed effect
        
        time delay between error
        and consequence
    - - ction not carried out as intended or planned
    - - missed actions and omissions
    - - brought about by a faulty plan/intention
    - - Action slips
        
        action not carried out as intended
      - Environmental capture
        
        work on the wrong aircraft of the same model that is beside one one that need repair
      - Reversion
        
        once a certain pattern of behaviour has been established
        
        can be very difficult to abandon or unlearn
    - - Misapplication of good rules
      - Application of bad rules
      - Non-application of good rules
    - - misidentification of objects, messages, signals
        
        Expectation
        
        tend to see what we want to see
        
        confirmation bias or
        mindset
        
        Perception
        
        derived from two types of information
        
        our perceptions will be
        dominated by expectation, or the stored knowledge structures
        
        Indistinctness
        
        poor illumination and signal-to-noise ratios
        
        Habit
        
        well-practised and familiar tasks
        
        perceptions become less precise
        
        Similarity
        
        between right and wrong
        objects
    - - Routine violations
        
        Normal way of doing something’ within the person’s work group
        
        believe that
        procedures may be over prescriptive and violate them to simplify a task
      - Situational violations
        
        time pressure
        
        high workload
        
        unworkable procedures
        
        inadequate tooling
        
        poor working
        conditions
      - Optimising violations
        
        Breaking the rules for ‘kicks’
        
        opportunity to satisfy a personal need
      - Exceptional violations
        
        make violations
        inevitable
        
        no matter how well intentioned
      - deliberate acts
      - When the benefits exceed the possible costs they are likely to violate
- - - - Sleep is even deeper
        
        sleeper is now quite
        unresponsive to external stimuli
        
        difficult to wake
    - - deepest stage of sleep
        
        very difficult to wake
        someone up
    - - Deeper level of sleep
        
        Fairly easy to wake someone up
    - - also known as REM sleep
        
        more difficult to awaken
        than stage 4
        
        known as paradoxical sleep
    - - Transitional phase between sleeping and waking
        
        Easy to
        wake someone up
  - - - processes in the body that have a regular cycle of approximately a day
        
        25 hours in man
    - - influenced and synchronised by external factors
        
        e.g. Light
    - - between 4 a.m. and 6 a.m
        
        body temperature which
        is at the lowest
        
        affect the body’s alertness
- - - - Take a break
      - Talk to co-worker
    - - Support a culture that supports safety
      - conducts human factors training
      - adequate staff to handle tasks
      - additional inspections
      - rotating shifts
      - longer rest periods following night shifts
      - critical tasks should be allocated for day shifts
      - Procedures should be documented
    - - Exercise regularly
      - Try and get adequate sleep
      - eat a balanced diet
      - drink at least eight glasses of water a day
      - eat a balanced diet
- - - - night/evening shifts
        
        Required for industries where operations are conducted
        outside the standard working hours
        
        especially those that
        operate 24/7
      - early morning shifts
      - rotating shifts
  - - - Changes from shift to shift or cycle to cycle
  - - - More time with family if they are available at the
        same time
    - - Reduced travelling time to work
  - - - Difficult to spend time with family and friends
      - May result in low morale, depression, divorce, alcohol and
        drug abuse
    - - May cause more errors at work, traffic accidents while
        commuting to and from work
    - - Poor sleep quality, sleep deprivation, chronic fatigue
        syndrome
      - May result in gastrointestinal and cardiovascular disorders
  - - - When trying to sleep during the day after a night shift
        
        poor sleep quality
    - - but its difficult
        
        can be done by establishing a new wake-sleep cycle
        
        Trying to sleep in daylight is more difficult as the light is
        sensed even through closed eyes
        
        reason why
        cabin crew dim the lights of an aircraft and issue blindfolds
  - - - increase alertness
      - improve mood
      - better visibility
    - - Light triggers our brain to think it is
        daytime making sleep more difficult
    - - improve level of alertness and reduce
        fatigue
- - - - Found in coffee, tea, cola drinks, chocolate, energy drinks
- - - - especially if they are operating heavy machineries
- - - - 1 drink
    - - 2 drinks
        
        1 standard drink
        
        half a glass (150ml)
        of wine
        
        a shot (44ml) of spirit
        
        A 355ml can of beer
- - - - especially if it is
        loud, unpleasant and annoying
  - - - eye
        irritation
    - - in confine space
  - - - can increase the
        time required to do the work
    - - distraction from
        the task and may cause mistakes
  - - - personnel can carry out required tasks without undue
        discomfort
    - - cold conditions
        
        make numb fingers
        
        reducing the engineer’s ability to carry out fiddly
        repairs
      - strong winds
        
        can be
        distracting
  - - - concentrate more on keeping his balance than the task
      - important that engineers use mobile access platforms properly
        in order to avoid serious injury
    - - associated with
        the use of rotating or percussive tools and ancillary equipment
        
        generators
      - range between 50 to 150 Hz is most troublesome for the hand
        
        associated with vibratory-induced white finger syndrome
  - - - assist
        their ingress into and egress out of the confined space
    - - reduce any feelings of discomfort
  - - - Social environment
      - Tasks that need to be carried
      - Physical environment
        
        workplace layout
        
        storage facilities for
        tools, manuals and information
        
        checking
        that all tools have been retrieved from the aircraft
        
        cleanliness and general
        tidiness of the workplace
        
        proper provision and use of safety equipment and
        signage
        
        storage and use of toxic chemical and fluids
        
        avoiding confusion between similar looking canisters and containers by clear labelling or storage in different locations
- - - - can be physical, psychological or
        due to social pressures
  - - - require us to react, adapt or behave in a particular manner
        
        to cope with or satisfy them
  - - - typically intense but of short duration
    - - frequent recurrence or of long duration
  - - - alcohol
      - nicotine
      - medication
    - - fatigue
      - sleep deprivation
      - boredom
    - - anxiety
      - incentives
      - group pressures
    - - shift changes
      - jet lag
    - - noise
      - vibrations
      - heat
    - - domestic worries
      - aches and pain
      - feeling under the weather
  - - - sweating
      - dryness of the mouth
    - - nausea
      - headaches
      - sleep problems
      - diarrhoea
      - ulcers
    - - restlessness
      - shaking
      - nervous laughter
      - taking longer to complete a task
      - changes to appetite
      - excessive drinking
    - - poor concentration
      - indecision
      - forgetfulness
    - - anxiety
      - irritability
      - depression
      - moodiness
      - aggression
  - - - task or job they are undertaking at that moment
      - Can be increased by
        lack of guidance
      - time pressures to complete the task
        or job
    - - results from major life changes at home
  - - - alleviation of the symptoms
        
        taking
        medication, alcohol
      - reducing the anxiety
      - denial
      - blaming someone else
    - - adjusts to the
        perceived demands
      - changes the situation itself
- - - - LAE to complete task to get aircraft out on
        time
    - - Management, Supervisor
  - - - conflict between these two driving pressures can
        cause problems
  - - - High level of arousal
      - Performance deteriorates
      - Error rate increase
      - coping
        
        Postpone things until quieter times
        
        Redistribute the work if possible
        
        Trade-off accuracy for speed
        
        Reduce level of discrimination
        
        Ignore selected inputs
        
        Abandon the task altogether
      - relief overload
        
        Seeking simpler methods of doing work that is just effective and
        legitimate
        
        delegating certain activities to others
        
        Securing further time to complete task
        
        postponing, delaying tasks/deadlines and refusing additional work
    - - Deterioration in
        performance
      - Increase in errors
      - Under aroused
    - - best performance is associated with an intermediate
        level of arousal
    - - low arousal
        
        sleep
        
        focus on task-irrelevant cues
        
        our attention mechanisms will not
        be particularly active
        
        performance capability will be
        low
        
        complacency and boredom
      - high arousal
        
        panic
        
        neglect task relevant cues
        
        performance deteriorates
        
        forced to shed tasks and
        
        focus on key information only
        
        narrowing of attention
      - Too little or too much arousal causes poor performance
    - - Workload is subjective
        
        experienced differently by different people
      - affected by the nature of the task
        
        nature of task is dependant on
        
        Time available to complete task
        
        Perceived control of the task
        
        Standard of performance required
        
        Mental demands
        
        Environmental factors
        
        Physical demands
      - affected by person ot state
        
        this is dependent on
        
        Current health and fitness
        
        Experience
        
        skills
        
        Emotional state
    - - Tools and spares needed to do the task
      - Allocating tasks that are accomplishable and in time available
      - Staff should have the
        
        skills
        
        proficiency
        
        experience
      - Providing Human Factors training to planning staff
      - Recognise overload situation is building up