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NAFMP | North American Fatigue Management Program Copyright © 2012 1 Module 2 Safety Culture and Management Practices
88

Module 2 Safety Culture and Management Practices

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Module 2 Safety Culture and Management Practices. List of Abbreviations and Acronyms . Module 2 Overview. Lesson 1: Introduction to safety culture and management practices - PowerPoint PPT Presentation

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Transcript
Page 1: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

1

Module 2Safety Culture and

Management Practices

>

65306206

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

2

List of Abbreviations and Acronyms FMP Fatigue Management Program

CMV commercial motor vehicle

SMART goals Specific Motivational Achievable Relevant Trackable

CPAP continuous positive airway pressure

HOS hours-of-service

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3

Module 2 Overviewbull Lesson 1 Introduction to safety culture and management

practicesbull Lesson 2 Corporate responsibility and roles in

Fatigue Management Program (FMP) implementationbull Lesson 3 Employee engagement empowerment and

commitment in the FMPbull Lesson 4 Corporate culture changebull Lesson 5 Performance measures to gauge the

efficacy of the FMPbull Lesson 6 Summary

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4

Module Objectives (1 of 2)bull Define safety culturebull Identify the relationship between safety culture and fatiguebull Understand the importance of management commitment to

the FMPbull Realize the importance of commercial motor vehicle (CMV)

driver commitment to the FMPbull Identify the importance of empowering CMV driversbull Describe the importance of fatigue communicationbull Create top management ldquobuy-inrdquobull Build CMV driver trust

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

5

Module Objects (2 of 2)

bull Conduct FMP benchmarking bull Create an FMP Steering Committeebull Develop a safety vision within the context of the FMPbull Instill CMV driver accountabilitybull Create policies for CMV driver recognitionbull Identify the difference between process and outcome

measuresbull Identify performance measures to assess the

effectiveness of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

6

Lesson 1 Introduction to Safety Culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

7

Introduction to Safety Culture

bull Exact definition is highly debated however most successful safety cultures contain these characteristicsndash Shared behavior pattern and beliefs related to safetyndash Safety is a valuendash Safety is a part of companyrsquos identity ndash Shared responsibility for safety ndash Commitment to helping others

perform safely

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8

Safety Triad

Safety Cultur

eBehaviorPerson

Environment

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9

Safety Culture

bull Safety culture and injuriescrashesbull Crashes usually the result of risky behaviorndash Driversrsquo behaviors are influenced by

environmental and personal factorsndash Positive safety cultures attempt to change factors

that occur before and after the occurrence of risky behavior

bull Positive safety culture is necessary prior to implementing an FMP

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10

Fatigue and Safety Culture

bull FMP designed to improve your organizationrsquos bottom line

bull Fatigue management is one aspect of overall safety culture

bull Integrate into your existing health and safety program

bull Safety culture topics reviewed can be applied to all safety-related behaviors to help enhance your existing safety culture

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11

Fatigue Risk Management Systems

bull Safety culture specifically extended to fatigue

bull Process for measuring mitigating and managing fatigue risk

bull Identify sources of fatigue and ways to reduce fatigue

ID where FRMS apply

Collect and analyze data

ID fatigue risk

Assess safety risk

Set measures and countermeasures

Effectiveness evaluation

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12

Components of Fatigue Risk Management Systems

bull Six core componentsndash Fatigue management policyndash Fatigue risk management proceduresndash Fatigue management training and educationndash Process for employees to report fatiguendash Process for investigating how fatigue contributes

to crashesndash Fatigue risk management evaluations

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13

Lesson Quiz Lesson 11 Complete the following sentence An organizationrsquos safety culture

can best be described asA Managementrsquos feelings regarding the importance of safetyB Shared behavior patterns and beliefs that are related to safetyC The number of injuries that occur in the organizationD A vision to keep employees safe

2 Which of the following is a factor that influences an organizationrsquos safety cultureA PersonB BehaviorC EnvironmentD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

14

Lesson Quiz Lesson 1 Continued3 Which of the following statements is true

A Crashes are usually not the result of risky behaviorB An organizationrsquos safety culture has little affect on their crashes and injuriesC Crashes are usually the result of risky behaviorD It is not important to have a positive safety culture before implementing the

FMP4 What is the correct order of steps when implementing a fatigue risk

management system (FRMS)E Identify where the FRMS applies collect and analyze data identify fatigue risk assess

safety risk set measures and countermeasures and effectiveness evaluationF Assess safety risk identify fatigue risk identify where the FRMS applies set measures

and countermeasures collect and analyze data and effectiveness evaluationG Identify fatigue risk identify where the FRMS applies collect and analyze data assess

safety risk set measures and countermeasures and effectiveness evaluationH Collect and analyze data identify where the FRMS applies assess safety risk identify

fatigue risk set measures and countermeasures and effectiveness evaluation

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

15

Lesson Quiz Lesson 1 Continued

5 What is a core component of a fatigue risk management systemA Fatigue management policyB Process for employees to report fatigueC Process for investigating how fatigue contributes

to crashesD All the above

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16

Lesson 2 Corporate Responsibilities and Roles in FMP Implementation

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17

Shared Responsibility for Fatigue Management

bull Fatigue management is a shared responsibilitybull Remember the Person-Environment-

Behavior Modelndash You create policies and proceduresndash Necessary knowledge skill ability motivation and

attitudendash Employees behave safely or risky

bull From top-down control to bottom-up involvementbull Interdependent teamwork rather than only

individualized responsibility

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18

Managementrsquos Commitment to Fatigue Management

bull Employees typically obey authoritybull Fatigue management should be supported from the top but

driven by the bottombull Strategies to increase commitment

ndash Prioritization of safety over productionndash Maintaining a high profile for fatigue in meetingsndash Personal attendance of managers at fatigue meetingsndash Face-to-face meetings with employees featuring fatigue as a topicndash Job descriptions that include safetyfatigue contractsndash Fatigue management leadershipndash Emphasize continued FMP improvement and evaluation

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19

Prioritization of Driver Fatigue Over Production

bull Increased job performance (eg productivity) may come at the expense of CMV driver fatiguendash Risky behaviors (eg driving while fatigued)

may be rewarded (or not be punished) to increase productivity

ndash May suggest productivity is more important than driver fatigue

bull Fatigue management should be measured and rewarded like productivity

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20

Maintaining a High Profile for Safety and Fatigue in Meetings

bull Safety as a value and not a priorityndash Priorities change values do not change

and are not compromisedndash Fatigue management should be linked to

all prioritiesbull Including fatigue discussions in meetings reinforces the

belief that fatigue management is a valuendash Illustrates how safety and CMV driver fatigue relate to all

aspects in the organizationbull Reminds employees of your support for reducing fatigue

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21

Personal Attendance of Managers at Fatigue Meetings

bull Your attendance in fatigue meetings demonstrates a commitment to fatigue managementndash Recognize and acknowledgendash Feedbackndash Prompt safe behaviorndash Model safe behaviorndash Receive feedback directly from employeesndash Observe risky environmental conditions ndash One-to-one communication

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22

Face-to-Face Meetings with Employees that Feature Fatigue as a Topic

bull Show you value CMV driver fatigue managementbull Provide praise and recognition for safe behavior

and self-reports of fatiguebull Provide corrective fatigue-related feedback

privately bull Receive feedback from the employeebull Develop personal fatigue- related goals

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23

Job Descriptions that Include SafetyFatigue Contracts

bull Show fatigue management is valuedbull Demonstrate how fatigue relates to the jobbull Provide personal accountability for fatigued driving

performancebull Review non-fatigued driving as an essential job

requirementbull Describe fatigue-related policies and procedures

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24

Fatigue Leadershipbull Leaders inspire people to act bull Fatigue leadership not only from managementbull All employees should be fatigue management

leadersbull Hold themselves and others accountablebull Educate not trainbull Listen firstbull Promote ownership of fatigue improvementbull Allow others to develop methods to reduce fatiguebull Show confidence that safe behavior can be performed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

25

Communication About Fatigue Issues

bull Open and ongoing non-punitive communication involving safety and fatigue

bull Keep formal and informal channels of fatigue communication open

bull Involve regular communication between management supervisors and the workforce

bull Involve drivers (if interested) in developing communication strategies

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26

Lesson Quiz Lesson 21 What is a suggestion for showing managementrsquos commitment to fatigue

managementA Create top-down controlB Face-to-face meetings with employees featuring fatigue as a topicC Avoid acknowledging drivers for their efforts in fatigue managementD Only encourage individualized responsibility

2 Why is it important to maintain a high profile for fatigue in meetingsA Including fatigue discussions in meetings illustrates how fatigue management

relates to other aspects of the organizationB Management needs to show that they are in control of the fatigue

management programC Meetings are a way to show fatigue management is a priorityD Discussing fatigue in meetings influences top-down involvement

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27

Lesson Quiz Lesson 2 Continued3 When should individual corrective fatigue management feedback be

givenA In a groupB In driver terminalsC PrivatelyD All the above

4 What statement below is accurate A Fatigue management leaders are not confident that drivers can follow fatigue

management proceduresB Fatigue management leaders train not educate drivers on fatigue

management behaviorsC All employees should be fatigue management leadersD Only management is responsible for fatigue management leadership

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

28

Lesson Quiz Lesson 2 Continued

5 Why is it important to have open and ongoing communication involvement fatigue managementA It ensures management is in control of the fatigue

management processB Communication will help to remind everyone of the

importance of fatigue managementC It provides an opportunity for management to criticize

driversD Reinforce the belief that fatigue management is the

responsibility of drivers

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29

Lesson 3 Strategies for Engaging and Empowering Staff and Generating Commitment in the FMP

>

10501249

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30

Empowerment

bull Sharing of authority and responsibility bull Increased perception of controlbull Sharing organizational information and

knowledge that gives employees power to make decisions that directly influence organizational performance and direction

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31

Importance of Empowerment

bull Cost control organizational flexibility and product quality improvements

bull Increased job satisfaction motivation and organizational citizenship behavior

bull Decreased turnover and absenteeismbull Increased individual recognition

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32

Increasing Perceptions of Empowerment

bull Three factors impact sense of empowerment

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33

Increasing Empowerment

bull Strategies for increasing employee empowermentndash Provide a sense of trust that employees will do a good jobndash Provide supportive feedback concerning safe behaviorsndash Actively listen to employees before offering advice or

feedbackndash Allow employees to develop personal goalsndash Allow employees to develop their own strategies for

increasing safe behavior while reducing risky behavior

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34

Empowerment and Resistance to Change

bull Empowerment diminishes resistance to changendash Allows employees to contribute to the process of

changendash Builds a sense of trustndash Increases a personal sense

of controlndash Provides bottom-up initiativendash Motivates others to accept changendash Provides more responsibility

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35

Delegation of Responsibility for Fatigue

bull Each employee feels responsible for fatigue and safety in a positive safety culture

bull Delegating responsibility holds all employees accountable

bull Employees will feel responsible and accountable for their fatigue and help co-workers

bull Well-defined responsibilities increases performance

bull A sense of ownership over safety initiatives

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36

Encouraging Commitment to the Organization

bull Dedication to the organization and willing to work on its behalf

bull 3 factors that contribute to organizational commitmentndash Identity and loyalty to the organizationndash Amount of personal investment made to the organizationndash Personal feelings of obligation to the organization

bull Commitment can be at different levels in the organization

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37

Benefits of Organizational Commitment

bull Increased job satisfactionbull Increased performancebull Increased involvementbull Decreased job stressbull Decreased resistance to changebull Decreased turnover and absenteeism

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38

Increasing Organizational Commitment

bull Support from you and supervisorsndash ldquoMy organization and supervisor are on my siderdquo

bull Rewards for goal achievement and other accomplishments

bull Participation in organizational decision makingbull Perceptions of belonging in

the organizationbull Training and commitment from the organization in

employee development

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39

Lesson Quiz Lesson 31 What is empowerment

A Empowerment means letting your employees do whatever they wantB Giving employees sole responsibility C Sharing information and knowledge so employees can make decisionsD Decrease in managementrsquos responsibility

2 What is a factor that influences employeesrsquo perceptions of empowerment

A Self-efficacyB Personal controlC OptimismD All the above

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40

Lesson Quiz Lesson 3 Continued3 Why is employee empowerment important

A Empowerment can diminish resistance to the FMP because it creates bottom-up involvement

B Empowerment decreases managementrsquos responsibility in the FMPC Empowerment tricks employees in believing they are in controlD Empowerment increases managementrsquos control in the development of the

FMP

4 Why is it important to delegate responsibility for fatigue managementA It reduces responsibility of managementB It increases managementrsquos controlC Decreases employeesrsquo sense of self-efficacyD Accountability increases

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41

Lesson Quiz Lesson 3 Continued

5 What is a strategy to increase organizational commitmentA Encourage participation in FMP development

and decision-makingB Reduce empowermentC Develop and assign goals to employeesD All the above

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42

Lesson 4 Step-by-Step Guide to Corporate Culture Change

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43

Corporate Culture Changebull Culture change can be accomplished through the

following steps or techniques1 Top management ldquobuy inrdquo2 Building trust3 Conducting bench marking4 Management training5 Creating a steering committee6 Development of a safety vision7 Defining roles

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44

Corporate Culture Change8 Developing accountability9 Developing measures10 Developing policies for

recognition11 Awareness education and

kick-off12 Implementing the FMP13 Measuring performance14 Supporting the FMP

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45

Top Management ldquoBuy Inrdquobull Employees often follow authority or top management and

look to them for guidance in times of changebull Champion the FMP through face-to-face interactionsbull Avoid lip service bull Attend and participate in all meetings

concerning the FMPbull Emphasize the benefits of the FMP and

beliefs in its successbull Provide positive feedback praise and recognition for all

employees involved in the FMPbull Be actively involved in the development of the FMP

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46

Build Trust

bull Involve employees from all levels of the organization in the development of the FMP

bull Seek specific feedback about the FMPbull Actively listen to all concernsbull Provide opportunities for choice in the FMP

development process among employeesbull Consider CMV driver fatigue

management a value and not a prioritybull You should be expected to follow the FMP

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47

Conduct Bench Marking

bull Observation of current fatigue management and fatigue-related characteristics will determine areas in need of improvement

bull Evaluate current best practices to identify proven fatigue management techniques

bull Identify best practices related to your organizationrsquos need for improvement

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48

Management Training and Education

bull Critical for you to fully understand the concept behind the FMP before developing the FMP

bull Organizational culture change requires all employees to understand the basic principles behind change

bull Management needs training in the best practices related to the FMP in order to champion the FMP

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49

Training Managers

bull Train managers tondash Provide supportive and corrective feedbackndash Become leaders in the FMP developmentndash Provide rewards praise andor recognition for

goal accomplishmentndash Effectively communicate about FMP-related topics

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50

Steering Committee

bull Steering committee needs to be assembled to provide oversight and support

bull All levels of the organization included on the steering committee including a driver advisory council

bull The steering committee will serve two functionsndash Develop FMP contentndash Develop the process for implementing the FMP

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51

Assembling the Steering Committee

bull What mission will the steering committee servebull What ground rules dictate how the steering committee

will operatebull What will be the suggested authority of the steering

committeebull What limitations are placed on the steering committeebull What are the priorities of the steering committeebull Which people are best suited to be on the steering

committee

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52

Develop a Safety Vision

bull What is the purpose of the FMPbull How should the FMP affect the future of the

organizationbull What is the ideal outcome of the FMPbull What the current state of fatigue is

within the organizationbull What steps are needed for the organization

to reach the ideal fatigue-related outcome(s)

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53

Define Roles

bull When defining roles consider each committee memberrsquos strengths and why they have been selected to be on the steering committeendash Who has the most knowledge of current FMP best

practicesndash Who can elicit the most

comprehensive feedback from driversndash Who has knowledge of training and education

principles and proceduresndash Who has knowledge of program administration

and finances

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54

Develop Accountabilitybull Strive towards self-directed responsibility and

accountability bull Recognize and acknowledge involvement in the FMPbull Hold employees accountable for things in their controlbull Develop SMART (Specific Motivational Achievable

Relevant Trackable) goalsbull Feedback on progression toward goal accomplishmentbull ldquoFact-findrdquo not ldquofault-findrdquobull Focus on process measures instead of

outcome measures (described in Lesson 5)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

55

Develop Measures

bull Develop measures that allow employees to be held accountable

bull Process measures and not outcome measuresbull Focus on specific behaviors that can be easily defined

tracked and are related to individual and group goalsndash For group goals group performance

measures should be developedndash For individual goals personal

performance measures should be developed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

56

Develop Policies for Recognition

bull Specific behaviorsbull Participation in FMP development implementation and

evaluationbull Policies for recognition and rewards should be well

defined and easily understoodbull Achievable but motivatingbull Develop policies for both group and individual

recognitionbull Group recognition should not be contingent on an

individualrsquos failure(s)

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57

Awareness Education and Kick-Off

bull All employees must be aware of and educated on the purpose policies and procedures involved in the FMP

bull Awareness and education help to reduce resistance to the FMP

bull Holding a kick-off meeting(s) helps show your support and ldquobuy-inrdquo for the FMP

bull Ensure all employees fully understand the reason behind the FMP and how it works

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

58

Implement the FMP

bull After the all previous steps have been completed the FMP should be implemented

bull Keep all lines of communication open to answer any questions related to the FMP

bull Show continued support by maintaining a high profile in all meetings relating to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

59

Measure Performance

bull Continued measurement is criticalbull Measurement helps gauge the impact of

the FMP and employee acceptancebull Use predefined measures developed by the

steering committeebull Use both quantitative and qualitative

measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

60

Support the FMPbull Need to show continued support for

the FMPbull Formal and informal communication

to gather feedback regarding the FMPbull Follow through with pre-defined rules

for reward and recognitionbull Visibility and participation in all meetings related to the FMPbull Actively listen to all feedback and address issues with the

steering committee bull Post weeklymonthly charts tracking

progress of the FMP

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61

Lesson Quiz Lesson 41 How can management show FMP ldquobuy-inrdquo

A Actively participate in all meetings concerning the FMPB Avoid lip serviceC Provide positive feedback praise and recognition for all employees

involved in the FMPD All the above

2 Why is it important to conduct fatigue management bench marking

A To identify drivers that practice bad fatigue managementB To evaluate the current overall state of driver fatigueC To punish those employees that do not support fatigue managementD Build trust

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62

Lesson Quiz Lesson 4 Continued3 Who should make up the FMP steering committee

A Only managementB Only driversC Representatives from all levels of the organization affected by the

FMPD Both management and drivers

4 What is a strategy to develop accountabilityA Develop SMART goalsB Provide feedback on progression toward goals accomplishmentC ldquoFact-findrdquo not ldquofault-findrdquoD All the above

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63

Lesson Quiz Lesson 4 Continued

5 What kind of measures should be developedA Only individual performance measuresB Only group performance measuresC Both individual and group performance

measuresD Only outcome measures

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64

Lesson 5 Performance Measures to Gauge the Efficacy of the FMP

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65

You Canrsquot Manage What You Canrsquot Measure

bull What is the current level of performancebull To know if interventions are changing behavior you have

to measure and track what it is you want to changebull Measuring behaviors allows them

to be monitored and reviewedbull Operationally define behaviors so

they can be trackedbull Measurement can be focused on the specific behavior

(process measures) or the result of the behavior (outcome measures)

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66

Process Measures

bull Measures that focus on the occurrence of specific behaviors

bull Process measures have been found to increase the occurrence of safe behaviors in transportation

bull Process measures specific to the FMPndash Follow policies and proceduresndash Policies and procedures implemented correctlyndash Information on the FMP has been conveyed ndash Subjective perceptions and opinions of the FMP

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67

Following FMP Policies and Procedures

bull FMP policies and procedures have to be followed for the program to be successful

bull Amount of time exercising per week vs medical opinion of amount of exercise needed

bull Percentage of safety meetings attendedbull The amount of fatigue feedback givenreceived in

a given time bull Percentage of time a continuous positive

airway pressure machine (CPAP) is used (if necessary)

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68

FMP Policies and Procedures Implemented Correctly

bull There are a number of specific behaviors that influence if policies and procedures are implemented correctly

bull The number of concerns addressed in the development of FMP policies and procedures

bull The number of feedback provided by employees that indicated a resistance to FMP implementation

bull The number of employees who earn FMP recognition

bull GPS tracking of trucks for miles traveled idle time engine off time on-duty hours and driving hours

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69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

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70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

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71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

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72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

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73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

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74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

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75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

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76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

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77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

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78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

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79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

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80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

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83

Conclusion Review and Summary

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84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

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85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

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86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

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87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

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88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 2: Module 2 Safety Culture and Management Practices

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2

List of Abbreviations and Acronyms FMP Fatigue Management Program

CMV commercial motor vehicle

SMART goals Specific Motivational Achievable Relevant Trackable

CPAP continuous positive airway pressure

HOS hours-of-service

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3

Module 2 Overviewbull Lesson 1 Introduction to safety culture and management

practicesbull Lesson 2 Corporate responsibility and roles in

Fatigue Management Program (FMP) implementationbull Lesson 3 Employee engagement empowerment and

commitment in the FMPbull Lesson 4 Corporate culture changebull Lesson 5 Performance measures to gauge the

efficacy of the FMPbull Lesson 6 Summary

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4

Module Objectives (1 of 2)bull Define safety culturebull Identify the relationship between safety culture and fatiguebull Understand the importance of management commitment to

the FMPbull Realize the importance of commercial motor vehicle (CMV)

driver commitment to the FMPbull Identify the importance of empowering CMV driversbull Describe the importance of fatigue communicationbull Create top management ldquobuy-inrdquobull Build CMV driver trust

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

5

Module Objects (2 of 2)

bull Conduct FMP benchmarking bull Create an FMP Steering Committeebull Develop a safety vision within the context of the FMPbull Instill CMV driver accountabilitybull Create policies for CMV driver recognitionbull Identify the difference between process and outcome

measuresbull Identify performance measures to assess the

effectiveness of the FMP

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6

Lesson 1 Introduction to Safety Culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

7

Introduction to Safety Culture

bull Exact definition is highly debated however most successful safety cultures contain these characteristicsndash Shared behavior pattern and beliefs related to safetyndash Safety is a valuendash Safety is a part of companyrsquos identity ndash Shared responsibility for safety ndash Commitment to helping others

perform safely

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8

Safety Triad

Safety Cultur

eBehaviorPerson

Environment

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9

Safety Culture

bull Safety culture and injuriescrashesbull Crashes usually the result of risky behaviorndash Driversrsquo behaviors are influenced by

environmental and personal factorsndash Positive safety cultures attempt to change factors

that occur before and after the occurrence of risky behavior

bull Positive safety culture is necessary prior to implementing an FMP

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10

Fatigue and Safety Culture

bull FMP designed to improve your organizationrsquos bottom line

bull Fatigue management is one aspect of overall safety culture

bull Integrate into your existing health and safety program

bull Safety culture topics reviewed can be applied to all safety-related behaviors to help enhance your existing safety culture

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11

Fatigue Risk Management Systems

bull Safety culture specifically extended to fatigue

bull Process for measuring mitigating and managing fatigue risk

bull Identify sources of fatigue and ways to reduce fatigue

ID where FRMS apply

Collect and analyze data

ID fatigue risk

Assess safety risk

Set measures and countermeasures

Effectiveness evaluation

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12

Components of Fatigue Risk Management Systems

bull Six core componentsndash Fatigue management policyndash Fatigue risk management proceduresndash Fatigue management training and educationndash Process for employees to report fatiguendash Process for investigating how fatigue contributes

to crashesndash Fatigue risk management evaluations

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13

Lesson Quiz Lesson 11 Complete the following sentence An organizationrsquos safety culture

can best be described asA Managementrsquos feelings regarding the importance of safetyB Shared behavior patterns and beliefs that are related to safetyC The number of injuries that occur in the organizationD A vision to keep employees safe

2 Which of the following is a factor that influences an organizationrsquos safety cultureA PersonB BehaviorC EnvironmentD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

14

Lesson Quiz Lesson 1 Continued3 Which of the following statements is true

A Crashes are usually not the result of risky behaviorB An organizationrsquos safety culture has little affect on their crashes and injuriesC Crashes are usually the result of risky behaviorD It is not important to have a positive safety culture before implementing the

FMP4 What is the correct order of steps when implementing a fatigue risk

management system (FRMS)E Identify where the FRMS applies collect and analyze data identify fatigue risk assess

safety risk set measures and countermeasures and effectiveness evaluationF Assess safety risk identify fatigue risk identify where the FRMS applies set measures

and countermeasures collect and analyze data and effectiveness evaluationG Identify fatigue risk identify where the FRMS applies collect and analyze data assess

safety risk set measures and countermeasures and effectiveness evaluationH Collect and analyze data identify where the FRMS applies assess safety risk identify

fatigue risk set measures and countermeasures and effectiveness evaluation

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15

Lesson Quiz Lesson 1 Continued

5 What is a core component of a fatigue risk management systemA Fatigue management policyB Process for employees to report fatigueC Process for investigating how fatigue contributes

to crashesD All the above

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16

Lesson 2 Corporate Responsibilities and Roles in FMP Implementation

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17

Shared Responsibility for Fatigue Management

bull Fatigue management is a shared responsibilitybull Remember the Person-Environment-

Behavior Modelndash You create policies and proceduresndash Necessary knowledge skill ability motivation and

attitudendash Employees behave safely or risky

bull From top-down control to bottom-up involvementbull Interdependent teamwork rather than only

individualized responsibility

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18

Managementrsquos Commitment to Fatigue Management

bull Employees typically obey authoritybull Fatigue management should be supported from the top but

driven by the bottombull Strategies to increase commitment

ndash Prioritization of safety over productionndash Maintaining a high profile for fatigue in meetingsndash Personal attendance of managers at fatigue meetingsndash Face-to-face meetings with employees featuring fatigue as a topicndash Job descriptions that include safetyfatigue contractsndash Fatigue management leadershipndash Emphasize continued FMP improvement and evaluation

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

19

Prioritization of Driver Fatigue Over Production

bull Increased job performance (eg productivity) may come at the expense of CMV driver fatiguendash Risky behaviors (eg driving while fatigued)

may be rewarded (or not be punished) to increase productivity

ndash May suggest productivity is more important than driver fatigue

bull Fatigue management should be measured and rewarded like productivity

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20

Maintaining a High Profile for Safety and Fatigue in Meetings

bull Safety as a value and not a priorityndash Priorities change values do not change

and are not compromisedndash Fatigue management should be linked to

all prioritiesbull Including fatigue discussions in meetings reinforces the

belief that fatigue management is a valuendash Illustrates how safety and CMV driver fatigue relate to all

aspects in the organizationbull Reminds employees of your support for reducing fatigue

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21

Personal Attendance of Managers at Fatigue Meetings

bull Your attendance in fatigue meetings demonstrates a commitment to fatigue managementndash Recognize and acknowledgendash Feedbackndash Prompt safe behaviorndash Model safe behaviorndash Receive feedback directly from employeesndash Observe risky environmental conditions ndash One-to-one communication

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

22

Face-to-Face Meetings with Employees that Feature Fatigue as a Topic

bull Show you value CMV driver fatigue managementbull Provide praise and recognition for safe behavior

and self-reports of fatiguebull Provide corrective fatigue-related feedback

privately bull Receive feedback from the employeebull Develop personal fatigue- related goals

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

23

Job Descriptions that Include SafetyFatigue Contracts

bull Show fatigue management is valuedbull Demonstrate how fatigue relates to the jobbull Provide personal accountability for fatigued driving

performancebull Review non-fatigued driving as an essential job

requirementbull Describe fatigue-related policies and procedures

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24

Fatigue Leadershipbull Leaders inspire people to act bull Fatigue leadership not only from managementbull All employees should be fatigue management

leadersbull Hold themselves and others accountablebull Educate not trainbull Listen firstbull Promote ownership of fatigue improvementbull Allow others to develop methods to reduce fatiguebull Show confidence that safe behavior can be performed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

25

Communication About Fatigue Issues

bull Open and ongoing non-punitive communication involving safety and fatigue

bull Keep formal and informal channels of fatigue communication open

bull Involve regular communication between management supervisors and the workforce

bull Involve drivers (if interested) in developing communication strategies

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

26

Lesson Quiz Lesson 21 What is a suggestion for showing managementrsquos commitment to fatigue

managementA Create top-down controlB Face-to-face meetings with employees featuring fatigue as a topicC Avoid acknowledging drivers for their efforts in fatigue managementD Only encourage individualized responsibility

2 Why is it important to maintain a high profile for fatigue in meetingsA Including fatigue discussions in meetings illustrates how fatigue management

relates to other aspects of the organizationB Management needs to show that they are in control of the fatigue

management programC Meetings are a way to show fatigue management is a priorityD Discussing fatigue in meetings influences top-down involvement

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27

Lesson Quiz Lesson 2 Continued3 When should individual corrective fatigue management feedback be

givenA In a groupB In driver terminalsC PrivatelyD All the above

4 What statement below is accurate A Fatigue management leaders are not confident that drivers can follow fatigue

management proceduresB Fatigue management leaders train not educate drivers on fatigue

management behaviorsC All employees should be fatigue management leadersD Only management is responsible for fatigue management leadership

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

28

Lesson Quiz Lesson 2 Continued

5 Why is it important to have open and ongoing communication involvement fatigue managementA It ensures management is in control of the fatigue

management processB Communication will help to remind everyone of the

importance of fatigue managementC It provides an opportunity for management to criticize

driversD Reinforce the belief that fatigue management is the

responsibility of drivers

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29

Lesson 3 Strategies for Engaging and Empowering Staff and Generating Commitment in the FMP

>

10501249

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30

Empowerment

bull Sharing of authority and responsibility bull Increased perception of controlbull Sharing organizational information and

knowledge that gives employees power to make decisions that directly influence organizational performance and direction

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31

Importance of Empowerment

bull Cost control organizational flexibility and product quality improvements

bull Increased job satisfaction motivation and organizational citizenship behavior

bull Decreased turnover and absenteeismbull Increased individual recognition

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32

Increasing Perceptions of Empowerment

bull Three factors impact sense of empowerment

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33

Increasing Empowerment

bull Strategies for increasing employee empowermentndash Provide a sense of trust that employees will do a good jobndash Provide supportive feedback concerning safe behaviorsndash Actively listen to employees before offering advice or

feedbackndash Allow employees to develop personal goalsndash Allow employees to develop their own strategies for

increasing safe behavior while reducing risky behavior

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34

Empowerment and Resistance to Change

bull Empowerment diminishes resistance to changendash Allows employees to contribute to the process of

changendash Builds a sense of trustndash Increases a personal sense

of controlndash Provides bottom-up initiativendash Motivates others to accept changendash Provides more responsibility

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35

Delegation of Responsibility for Fatigue

bull Each employee feels responsible for fatigue and safety in a positive safety culture

bull Delegating responsibility holds all employees accountable

bull Employees will feel responsible and accountable for their fatigue and help co-workers

bull Well-defined responsibilities increases performance

bull A sense of ownership over safety initiatives

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36

Encouraging Commitment to the Organization

bull Dedication to the organization and willing to work on its behalf

bull 3 factors that contribute to organizational commitmentndash Identity and loyalty to the organizationndash Amount of personal investment made to the organizationndash Personal feelings of obligation to the organization

bull Commitment can be at different levels in the organization

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37

Benefits of Organizational Commitment

bull Increased job satisfactionbull Increased performancebull Increased involvementbull Decreased job stressbull Decreased resistance to changebull Decreased turnover and absenteeism

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

38

Increasing Organizational Commitment

bull Support from you and supervisorsndash ldquoMy organization and supervisor are on my siderdquo

bull Rewards for goal achievement and other accomplishments

bull Participation in organizational decision makingbull Perceptions of belonging in

the organizationbull Training and commitment from the organization in

employee development

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39

Lesson Quiz Lesson 31 What is empowerment

A Empowerment means letting your employees do whatever they wantB Giving employees sole responsibility C Sharing information and knowledge so employees can make decisionsD Decrease in managementrsquos responsibility

2 What is a factor that influences employeesrsquo perceptions of empowerment

A Self-efficacyB Personal controlC OptimismD All the above

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40

Lesson Quiz Lesson 3 Continued3 Why is employee empowerment important

A Empowerment can diminish resistance to the FMP because it creates bottom-up involvement

B Empowerment decreases managementrsquos responsibility in the FMPC Empowerment tricks employees in believing they are in controlD Empowerment increases managementrsquos control in the development of the

FMP

4 Why is it important to delegate responsibility for fatigue managementA It reduces responsibility of managementB It increases managementrsquos controlC Decreases employeesrsquo sense of self-efficacyD Accountability increases

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41

Lesson Quiz Lesson 3 Continued

5 What is a strategy to increase organizational commitmentA Encourage participation in FMP development

and decision-makingB Reduce empowermentC Develop and assign goals to employeesD All the above

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42

Lesson 4 Step-by-Step Guide to Corporate Culture Change

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43

Corporate Culture Changebull Culture change can be accomplished through the

following steps or techniques1 Top management ldquobuy inrdquo2 Building trust3 Conducting bench marking4 Management training5 Creating a steering committee6 Development of a safety vision7 Defining roles

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44

Corporate Culture Change8 Developing accountability9 Developing measures10 Developing policies for

recognition11 Awareness education and

kick-off12 Implementing the FMP13 Measuring performance14 Supporting the FMP

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45

Top Management ldquoBuy Inrdquobull Employees often follow authority or top management and

look to them for guidance in times of changebull Champion the FMP through face-to-face interactionsbull Avoid lip service bull Attend and participate in all meetings

concerning the FMPbull Emphasize the benefits of the FMP and

beliefs in its successbull Provide positive feedback praise and recognition for all

employees involved in the FMPbull Be actively involved in the development of the FMP

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46

Build Trust

bull Involve employees from all levels of the organization in the development of the FMP

bull Seek specific feedback about the FMPbull Actively listen to all concernsbull Provide opportunities for choice in the FMP

development process among employeesbull Consider CMV driver fatigue

management a value and not a prioritybull You should be expected to follow the FMP

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47

Conduct Bench Marking

bull Observation of current fatigue management and fatigue-related characteristics will determine areas in need of improvement

bull Evaluate current best practices to identify proven fatigue management techniques

bull Identify best practices related to your organizationrsquos need for improvement

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48

Management Training and Education

bull Critical for you to fully understand the concept behind the FMP before developing the FMP

bull Organizational culture change requires all employees to understand the basic principles behind change

bull Management needs training in the best practices related to the FMP in order to champion the FMP

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49

Training Managers

bull Train managers tondash Provide supportive and corrective feedbackndash Become leaders in the FMP developmentndash Provide rewards praise andor recognition for

goal accomplishmentndash Effectively communicate about FMP-related topics

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50

Steering Committee

bull Steering committee needs to be assembled to provide oversight and support

bull All levels of the organization included on the steering committee including a driver advisory council

bull The steering committee will serve two functionsndash Develop FMP contentndash Develop the process for implementing the FMP

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51

Assembling the Steering Committee

bull What mission will the steering committee servebull What ground rules dictate how the steering committee

will operatebull What will be the suggested authority of the steering

committeebull What limitations are placed on the steering committeebull What are the priorities of the steering committeebull Which people are best suited to be on the steering

committee

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52

Develop a Safety Vision

bull What is the purpose of the FMPbull How should the FMP affect the future of the

organizationbull What is the ideal outcome of the FMPbull What the current state of fatigue is

within the organizationbull What steps are needed for the organization

to reach the ideal fatigue-related outcome(s)

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53

Define Roles

bull When defining roles consider each committee memberrsquos strengths and why they have been selected to be on the steering committeendash Who has the most knowledge of current FMP best

practicesndash Who can elicit the most

comprehensive feedback from driversndash Who has knowledge of training and education

principles and proceduresndash Who has knowledge of program administration

and finances

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54

Develop Accountabilitybull Strive towards self-directed responsibility and

accountability bull Recognize and acknowledge involvement in the FMPbull Hold employees accountable for things in their controlbull Develop SMART (Specific Motivational Achievable

Relevant Trackable) goalsbull Feedback on progression toward goal accomplishmentbull ldquoFact-findrdquo not ldquofault-findrdquobull Focus on process measures instead of

outcome measures (described in Lesson 5)

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55

Develop Measures

bull Develop measures that allow employees to be held accountable

bull Process measures and not outcome measuresbull Focus on specific behaviors that can be easily defined

tracked and are related to individual and group goalsndash For group goals group performance

measures should be developedndash For individual goals personal

performance measures should be developed

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56

Develop Policies for Recognition

bull Specific behaviorsbull Participation in FMP development implementation and

evaluationbull Policies for recognition and rewards should be well

defined and easily understoodbull Achievable but motivatingbull Develop policies for both group and individual

recognitionbull Group recognition should not be contingent on an

individualrsquos failure(s)

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57

Awareness Education and Kick-Off

bull All employees must be aware of and educated on the purpose policies and procedures involved in the FMP

bull Awareness and education help to reduce resistance to the FMP

bull Holding a kick-off meeting(s) helps show your support and ldquobuy-inrdquo for the FMP

bull Ensure all employees fully understand the reason behind the FMP and how it works

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

58

Implement the FMP

bull After the all previous steps have been completed the FMP should be implemented

bull Keep all lines of communication open to answer any questions related to the FMP

bull Show continued support by maintaining a high profile in all meetings relating to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

59

Measure Performance

bull Continued measurement is criticalbull Measurement helps gauge the impact of

the FMP and employee acceptancebull Use predefined measures developed by the

steering committeebull Use both quantitative and qualitative

measures

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60

Support the FMPbull Need to show continued support for

the FMPbull Formal and informal communication

to gather feedback regarding the FMPbull Follow through with pre-defined rules

for reward and recognitionbull Visibility and participation in all meetings related to the FMPbull Actively listen to all feedback and address issues with the

steering committee bull Post weeklymonthly charts tracking

progress of the FMP

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61

Lesson Quiz Lesson 41 How can management show FMP ldquobuy-inrdquo

A Actively participate in all meetings concerning the FMPB Avoid lip serviceC Provide positive feedback praise and recognition for all employees

involved in the FMPD All the above

2 Why is it important to conduct fatigue management bench marking

A To identify drivers that practice bad fatigue managementB To evaluate the current overall state of driver fatigueC To punish those employees that do not support fatigue managementD Build trust

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62

Lesson Quiz Lesson 4 Continued3 Who should make up the FMP steering committee

A Only managementB Only driversC Representatives from all levels of the organization affected by the

FMPD Both management and drivers

4 What is a strategy to develop accountabilityA Develop SMART goalsB Provide feedback on progression toward goals accomplishmentC ldquoFact-findrdquo not ldquofault-findrdquoD All the above

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63

Lesson Quiz Lesson 4 Continued

5 What kind of measures should be developedA Only individual performance measuresB Only group performance measuresC Both individual and group performance

measuresD Only outcome measures

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64

Lesson 5 Performance Measures to Gauge the Efficacy of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

65

You Canrsquot Manage What You Canrsquot Measure

bull What is the current level of performancebull To know if interventions are changing behavior you have

to measure and track what it is you want to changebull Measuring behaviors allows them

to be monitored and reviewedbull Operationally define behaviors so

they can be trackedbull Measurement can be focused on the specific behavior

(process measures) or the result of the behavior (outcome measures)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

66

Process Measures

bull Measures that focus on the occurrence of specific behaviors

bull Process measures have been found to increase the occurrence of safe behaviors in transportation

bull Process measures specific to the FMPndash Follow policies and proceduresndash Policies and procedures implemented correctlyndash Information on the FMP has been conveyed ndash Subjective perceptions and opinions of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

67

Following FMP Policies and Procedures

bull FMP policies and procedures have to be followed for the program to be successful

bull Amount of time exercising per week vs medical opinion of amount of exercise needed

bull Percentage of safety meetings attendedbull The amount of fatigue feedback givenreceived in

a given time bull Percentage of time a continuous positive

airway pressure machine (CPAP) is used (if necessary)

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68

FMP Policies and Procedures Implemented Correctly

bull There are a number of specific behaviors that influence if policies and procedures are implemented correctly

bull The number of concerns addressed in the development of FMP policies and procedures

bull The number of feedback provided by employees that indicated a resistance to FMP implementation

bull The number of employees who earn FMP recognition

bull GPS tracking of trucks for miles traveled idle time engine off time on-duty hours and driving hours

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

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76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

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78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

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81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

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82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

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83

Conclusion Review and Summary

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84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

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85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

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86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

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87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

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88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 3: Module 2 Safety Culture and Management Practices

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3

Module 2 Overviewbull Lesson 1 Introduction to safety culture and management

practicesbull Lesson 2 Corporate responsibility and roles in

Fatigue Management Program (FMP) implementationbull Lesson 3 Employee engagement empowerment and

commitment in the FMPbull Lesson 4 Corporate culture changebull Lesson 5 Performance measures to gauge the

efficacy of the FMPbull Lesson 6 Summary

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4

Module Objectives (1 of 2)bull Define safety culturebull Identify the relationship between safety culture and fatiguebull Understand the importance of management commitment to

the FMPbull Realize the importance of commercial motor vehicle (CMV)

driver commitment to the FMPbull Identify the importance of empowering CMV driversbull Describe the importance of fatigue communicationbull Create top management ldquobuy-inrdquobull Build CMV driver trust

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

5

Module Objects (2 of 2)

bull Conduct FMP benchmarking bull Create an FMP Steering Committeebull Develop a safety vision within the context of the FMPbull Instill CMV driver accountabilitybull Create policies for CMV driver recognitionbull Identify the difference between process and outcome

measuresbull Identify performance measures to assess the

effectiveness of the FMP

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6

Lesson 1 Introduction to Safety Culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

7

Introduction to Safety Culture

bull Exact definition is highly debated however most successful safety cultures contain these characteristicsndash Shared behavior pattern and beliefs related to safetyndash Safety is a valuendash Safety is a part of companyrsquos identity ndash Shared responsibility for safety ndash Commitment to helping others

perform safely

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

8

Safety Triad

Safety Cultur

eBehaviorPerson

Environment

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9

Safety Culture

bull Safety culture and injuriescrashesbull Crashes usually the result of risky behaviorndash Driversrsquo behaviors are influenced by

environmental and personal factorsndash Positive safety cultures attempt to change factors

that occur before and after the occurrence of risky behavior

bull Positive safety culture is necessary prior to implementing an FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

10

Fatigue and Safety Culture

bull FMP designed to improve your organizationrsquos bottom line

bull Fatigue management is one aspect of overall safety culture

bull Integrate into your existing health and safety program

bull Safety culture topics reviewed can be applied to all safety-related behaviors to help enhance your existing safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

11

Fatigue Risk Management Systems

bull Safety culture specifically extended to fatigue

bull Process for measuring mitigating and managing fatigue risk

bull Identify sources of fatigue and ways to reduce fatigue

ID where FRMS apply

Collect and analyze data

ID fatigue risk

Assess safety risk

Set measures and countermeasures

Effectiveness evaluation

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

12

Components of Fatigue Risk Management Systems

bull Six core componentsndash Fatigue management policyndash Fatigue risk management proceduresndash Fatigue management training and educationndash Process for employees to report fatiguendash Process for investigating how fatigue contributes

to crashesndash Fatigue risk management evaluations

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13

Lesson Quiz Lesson 11 Complete the following sentence An organizationrsquos safety culture

can best be described asA Managementrsquos feelings regarding the importance of safetyB Shared behavior patterns and beliefs that are related to safetyC The number of injuries that occur in the organizationD A vision to keep employees safe

2 Which of the following is a factor that influences an organizationrsquos safety cultureA PersonB BehaviorC EnvironmentD All the above

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14

Lesson Quiz Lesson 1 Continued3 Which of the following statements is true

A Crashes are usually not the result of risky behaviorB An organizationrsquos safety culture has little affect on their crashes and injuriesC Crashes are usually the result of risky behaviorD It is not important to have a positive safety culture before implementing the

FMP4 What is the correct order of steps when implementing a fatigue risk

management system (FRMS)E Identify where the FRMS applies collect and analyze data identify fatigue risk assess

safety risk set measures and countermeasures and effectiveness evaluationF Assess safety risk identify fatigue risk identify where the FRMS applies set measures

and countermeasures collect and analyze data and effectiveness evaluationG Identify fatigue risk identify where the FRMS applies collect and analyze data assess

safety risk set measures and countermeasures and effectiveness evaluationH Collect and analyze data identify where the FRMS applies assess safety risk identify

fatigue risk set measures and countermeasures and effectiveness evaluation

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15

Lesson Quiz Lesson 1 Continued

5 What is a core component of a fatigue risk management systemA Fatigue management policyB Process for employees to report fatigueC Process for investigating how fatigue contributes

to crashesD All the above

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16

Lesson 2 Corporate Responsibilities and Roles in FMP Implementation

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17

Shared Responsibility for Fatigue Management

bull Fatigue management is a shared responsibilitybull Remember the Person-Environment-

Behavior Modelndash You create policies and proceduresndash Necessary knowledge skill ability motivation and

attitudendash Employees behave safely or risky

bull From top-down control to bottom-up involvementbull Interdependent teamwork rather than only

individualized responsibility

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18

Managementrsquos Commitment to Fatigue Management

bull Employees typically obey authoritybull Fatigue management should be supported from the top but

driven by the bottombull Strategies to increase commitment

ndash Prioritization of safety over productionndash Maintaining a high profile for fatigue in meetingsndash Personal attendance of managers at fatigue meetingsndash Face-to-face meetings with employees featuring fatigue as a topicndash Job descriptions that include safetyfatigue contractsndash Fatigue management leadershipndash Emphasize continued FMP improvement and evaluation

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

19

Prioritization of Driver Fatigue Over Production

bull Increased job performance (eg productivity) may come at the expense of CMV driver fatiguendash Risky behaviors (eg driving while fatigued)

may be rewarded (or not be punished) to increase productivity

ndash May suggest productivity is more important than driver fatigue

bull Fatigue management should be measured and rewarded like productivity

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20

Maintaining a High Profile for Safety and Fatigue in Meetings

bull Safety as a value and not a priorityndash Priorities change values do not change

and are not compromisedndash Fatigue management should be linked to

all prioritiesbull Including fatigue discussions in meetings reinforces the

belief that fatigue management is a valuendash Illustrates how safety and CMV driver fatigue relate to all

aspects in the organizationbull Reminds employees of your support for reducing fatigue

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21

Personal Attendance of Managers at Fatigue Meetings

bull Your attendance in fatigue meetings demonstrates a commitment to fatigue managementndash Recognize and acknowledgendash Feedbackndash Prompt safe behaviorndash Model safe behaviorndash Receive feedback directly from employeesndash Observe risky environmental conditions ndash One-to-one communication

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

22

Face-to-Face Meetings with Employees that Feature Fatigue as a Topic

bull Show you value CMV driver fatigue managementbull Provide praise and recognition for safe behavior

and self-reports of fatiguebull Provide corrective fatigue-related feedback

privately bull Receive feedback from the employeebull Develop personal fatigue- related goals

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23

Job Descriptions that Include SafetyFatigue Contracts

bull Show fatigue management is valuedbull Demonstrate how fatigue relates to the jobbull Provide personal accountability for fatigued driving

performancebull Review non-fatigued driving as an essential job

requirementbull Describe fatigue-related policies and procedures

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24

Fatigue Leadershipbull Leaders inspire people to act bull Fatigue leadership not only from managementbull All employees should be fatigue management

leadersbull Hold themselves and others accountablebull Educate not trainbull Listen firstbull Promote ownership of fatigue improvementbull Allow others to develop methods to reduce fatiguebull Show confidence that safe behavior can be performed

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25

Communication About Fatigue Issues

bull Open and ongoing non-punitive communication involving safety and fatigue

bull Keep formal and informal channels of fatigue communication open

bull Involve regular communication between management supervisors and the workforce

bull Involve drivers (if interested) in developing communication strategies

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26

Lesson Quiz Lesson 21 What is a suggestion for showing managementrsquos commitment to fatigue

managementA Create top-down controlB Face-to-face meetings with employees featuring fatigue as a topicC Avoid acknowledging drivers for their efforts in fatigue managementD Only encourage individualized responsibility

2 Why is it important to maintain a high profile for fatigue in meetingsA Including fatigue discussions in meetings illustrates how fatigue management

relates to other aspects of the organizationB Management needs to show that they are in control of the fatigue

management programC Meetings are a way to show fatigue management is a priorityD Discussing fatigue in meetings influences top-down involvement

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27

Lesson Quiz Lesson 2 Continued3 When should individual corrective fatigue management feedback be

givenA In a groupB In driver terminalsC PrivatelyD All the above

4 What statement below is accurate A Fatigue management leaders are not confident that drivers can follow fatigue

management proceduresB Fatigue management leaders train not educate drivers on fatigue

management behaviorsC All employees should be fatigue management leadersD Only management is responsible for fatigue management leadership

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28

Lesson Quiz Lesson 2 Continued

5 Why is it important to have open and ongoing communication involvement fatigue managementA It ensures management is in control of the fatigue

management processB Communication will help to remind everyone of the

importance of fatigue managementC It provides an opportunity for management to criticize

driversD Reinforce the belief that fatigue management is the

responsibility of drivers

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29

Lesson 3 Strategies for Engaging and Empowering Staff and Generating Commitment in the FMP

>

10501249

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30

Empowerment

bull Sharing of authority and responsibility bull Increased perception of controlbull Sharing organizational information and

knowledge that gives employees power to make decisions that directly influence organizational performance and direction

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31

Importance of Empowerment

bull Cost control organizational flexibility and product quality improvements

bull Increased job satisfaction motivation and organizational citizenship behavior

bull Decreased turnover and absenteeismbull Increased individual recognition

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32

Increasing Perceptions of Empowerment

bull Three factors impact sense of empowerment

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33

Increasing Empowerment

bull Strategies for increasing employee empowermentndash Provide a sense of trust that employees will do a good jobndash Provide supportive feedback concerning safe behaviorsndash Actively listen to employees before offering advice or

feedbackndash Allow employees to develop personal goalsndash Allow employees to develop their own strategies for

increasing safe behavior while reducing risky behavior

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34

Empowerment and Resistance to Change

bull Empowerment diminishes resistance to changendash Allows employees to contribute to the process of

changendash Builds a sense of trustndash Increases a personal sense

of controlndash Provides bottom-up initiativendash Motivates others to accept changendash Provides more responsibility

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35

Delegation of Responsibility for Fatigue

bull Each employee feels responsible for fatigue and safety in a positive safety culture

bull Delegating responsibility holds all employees accountable

bull Employees will feel responsible and accountable for their fatigue and help co-workers

bull Well-defined responsibilities increases performance

bull A sense of ownership over safety initiatives

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36

Encouraging Commitment to the Organization

bull Dedication to the organization and willing to work on its behalf

bull 3 factors that contribute to organizational commitmentndash Identity and loyalty to the organizationndash Amount of personal investment made to the organizationndash Personal feelings of obligation to the organization

bull Commitment can be at different levels in the organization

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37

Benefits of Organizational Commitment

bull Increased job satisfactionbull Increased performancebull Increased involvementbull Decreased job stressbull Decreased resistance to changebull Decreased turnover and absenteeism

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

38

Increasing Organizational Commitment

bull Support from you and supervisorsndash ldquoMy organization and supervisor are on my siderdquo

bull Rewards for goal achievement and other accomplishments

bull Participation in organizational decision makingbull Perceptions of belonging in

the organizationbull Training and commitment from the organization in

employee development

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

39

Lesson Quiz Lesson 31 What is empowerment

A Empowerment means letting your employees do whatever they wantB Giving employees sole responsibility C Sharing information and knowledge so employees can make decisionsD Decrease in managementrsquos responsibility

2 What is a factor that influences employeesrsquo perceptions of empowerment

A Self-efficacyB Personal controlC OptimismD All the above

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40

Lesson Quiz Lesson 3 Continued3 Why is employee empowerment important

A Empowerment can diminish resistance to the FMP because it creates bottom-up involvement

B Empowerment decreases managementrsquos responsibility in the FMPC Empowerment tricks employees in believing they are in controlD Empowerment increases managementrsquos control in the development of the

FMP

4 Why is it important to delegate responsibility for fatigue managementA It reduces responsibility of managementB It increases managementrsquos controlC Decreases employeesrsquo sense of self-efficacyD Accountability increases

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41

Lesson Quiz Lesson 3 Continued

5 What is a strategy to increase organizational commitmentA Encourage participation in FMP development

and decision-makingB Reduce empowermentC Develop and assign goals to employeesD All the above

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42

Lesson 4 Step-by-Step Guide to Corporate Culture Change

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43

Corporate Culture Changebull Culture change can be accomplished through the

following steps or techniques1 Top management ldquobuy inrdquo2 Building trust3 Conducting bench marking4 Management training5 Creating a steering committee6 Development of a safety vision7 Defining roles

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44

Corporate Culture Change8 Developing accountability9 Developing measures10 Developing policies for

recognition11 Awareness education and

kick-off12 Implementing the FMP13 Measuring performance14 Supporting the FMP

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45

Top Management ldquoBuy Inrdquobull Employees often follow authority or top management and

look to them for guidance in times of changebull Champion the FMP through face-to-face interactionsbull Avoid lip service bull Attend and participate in all meetings

concerning the FMPbull Emphasize the benefits of the FMP and

beliefs in its successbull Provide positive feedback praise and recognition for all

employees involved in the FMPbull Be actively involved in the development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

46

Build Trust

bull Involve employees from all levels of the organization in the development of the FMP

bull Seek specific feedback about the FMPbull Actively listen to all concernsbull Provide opportunities for choice in the FMP

development process among employeesbull Consider CMV driver fatigue

management a value and not a prioritybull You should be expected to follow the FMP

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47

Conduct Bench Marking

bull Observation of current fatigue management and fatigue-related characteristics will determine areas in need of improvement

bull Evaluate current best practices to identify proven fatigue management techniques

bull Identify best practices related to your organizationrsquos need for improvement

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48

Management Training and Education

bull Critical for you to fully understand the concept behind the FMP before developing the FMP

bull Organizational culture change requires all employees to understand the basic principles behind change

bull Management needs training in the best practices related to the FMP in order to champion the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

49

Training Managers

bull Train managers tondash Provide supportive and corrective feedbackndash Become leaders in the FMP developmentndash Provide rewards praise andor recognition for

goal accomplishmentndash Effectively communicate about FMP-related topics

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50

Steering Committee

bull Steering committee needs to be assembled to provide oversight and support

bull All levels of the organization included on the steering committee including a driver advisory council

bull The steering committee will serve two functionsndash Develop FMP contentndash Develop the process for implementing the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

51

Assembling the Steering Committee

bull What mission will the steering committee servebull What ground rules dictate how the steering committee

will operatebull What will be the suggested authority of the steering

committeebull What limitations are placed on the steering committeebull What are the priorities of the steering committeebull Which people are best suited to be on the steering

committee

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

52

Develop a Safety Vision

bull What is the purpose of the FMPbull How should the FMP affect the future of the

organizationbull What is the ideal outcome of the FMPbull What the current state of fatigue is

within the organizationbull What steps are needed for the organization

to reach the ideal fatigue-related outcome(s)

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53

Define Roles

bull When defining roles consider each committee memberrsquos strengths and why they have been selected to be on the steering committeendash Who has the most knowledge of current FMP best

practicesndash Who can elicit the most

comprehensive feedback from driversndash Who has knowledge of training and education

principles and proceduresndash Who has knowledge of program administration

and finances

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54

Develop Accountabilitybull Strive towards self-directed responsibility and

accountability bull Recognize and acknowledge involvement in the FMPbull Hold employees accountable for things in their controlbull Develop SMART (Specific Motivational Achievable

Relevant Trackable) goalsbull Feedback on progression toward goal accomplishmentbull ldquoFact-findrdquo not ldquofault-findrdquobull Focus on process measures instead of

outcome measures (described in Lesson 5)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

55

Develop Measures

bull Develop measures that allow employees to be held accountable

bull Process measures and not outcome measuresbull Focus on specific behaviors that can be easily defined

tracked and are related to individual and group goalsndash For group goals group performance

measures should be developedndash For individual goals personal

performance measures should be developed

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56

Develop Policies for Recognition

bull Specific behaviorsbull Participation in FMP development implementation and

evaluationbull Policies for recognition and rewards should be well

defined and easily understoodbull Achievable but motivatingbull Develop policies for both group and individual

recognitionbull Group recognition should not be contingent on an

individualrsquos failure(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

57

Awareness Education and Kick-Off

bull All employees must be aware of and educated on the purpose policies and procedures involved in the FMP

bull Awareness and education help to reduce resistance to the FMP

bull Holding a kick-off meeting(s) helps show your support and ldquobuy-inrdquo for the FMP

bull Ensure all employees fully understand the reason behind the FMP and how it works

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

58

Implement the FMP

bull After the all previous steps have been completed the FMP should be implemented

bull Keep all lines of communication open to answer any questions related to the FMP

bull Show continued support by maintaining a high profile in all meetings relating to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

59

Measure Performance

bull Continued measurement is criticalbull Measurement helps gauge the impact of

the FMP and employee acceptancebull Use predefined measures developed by the

steering committeebull Use both quantitative and qualitative

measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

60

Support the FMPbull Need to show continued support for

the FMPbull Formal and informal communication

to gather feedback regarding the FMPbull Follow through with pre-defined rules

for reward and recognitionbull Visibility and participation in all meetings related to the FMPbull Actively listen to all feedback and address issues with the

steering committee bull Post weeklymonthly charts tracking

progress of the FMP

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61

Lesson Quiz Lesson 41 How can management show FMP ldquobuy-inrdquo

A Actively participate in all meetings concerning the FMPB Avoid lip serviceC Provide positive feedback praise and recognition for all employees

involved in the FMPD All the above

2 Why is it important to conduct fatigue management bench marking

A To identify drivers that practice bad fatigue managementB To evaluate the current overall state of driver fatigueC To punish those employees that do not support fatigue managementD Build trust

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62

Lesson Quiz Lesson 4 Continued3 Who should make up the FMP steering committee

A Only managementB Only driversC Representatives from all levels of the organization affected by the

FMPD Both management and drivers

4 What is a strategy to develop accountabilityA Develop SMART goalsB Provide feedback on progression toward goals accomplishmentC ldquoFact-findrdquo not ldquofault-findrdquoD All the above

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63

Lesson Quiz Lesson 4 Continued

5 What kind of measures should be developedA Only individual performance measuresB Only group performance measuresC Both individual and group performance

measuresD Only outcome measures

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64

Lesson 5 Performance Measures to Gauge the Efficacy of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

65

You Canrsquot Manage What You Canrsquot Measure

bull What is the current level of performancebull To know if interventions are changing behavior you have

to measure and track what it is you want to changebull Measuring behaviors allows them

to be monitored and reviewedbull Operationally define behaviors so

they can be trackedbull Measurement can be focused on the specific behavior

(process measures) or the result of the behavior (outcome measures)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

66

Process Measures

bull Measures that focus on the occurrence of specific behaviors

bull Process measures have been found to increase the occurrence of safe behaviors in transportation

bull Process measures specific to the FMPndash Follow policies and proceduresndash Policies and procedures implemented correctlyndash Information on the FMP has been conveyed ndash Subjective perceptions and opinions of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

67

Following FMP Policies and Procedures

bull FMP policies and procedures have to be followed for the program to be successful

bull Amount of time exercising per week vs medical opinion of amount of exercise needed

bull Percentage of safety meetings attendedbull The amount of fatigue feedback givenreceived in

a given time bull Percentage of time a continuous positive

airway pressure machine (CPAP) is used (if necessary)

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68

FMP Policies and Procedures Implemented Correctly

bull There are a number of specific behaviors that influence if policies and procedures are implemented correctly

bull The number of concerns addressed in the development of FMP policies and procedures

bull The number of feedback provided by employees that indicated a resistance to FMP implementation

bull The number of employees who earn FMP recognition

bull GPS tracking of trucks for miles traveled idle time engine off time on-duty hours and driving hours

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

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72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

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75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

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76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

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77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

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80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

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83

Conclusion Review and Summary

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84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

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85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

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86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 4: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

4

Module Objectives (1 of 2)bull Define safety culturebull Identify the relationship between safety culture and fatiguebull Understand the importance of management commitment to

the FMPbull Realize the importance of commercial motor vehicle (CMV)

driver commitment to the FMPbull Identify the importance of empowering CMV driversbull Describe the importance of fatigue communicationbull Create top management ldquobuy-inrdquobull Build CMV driver trust

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

5

Module Objects (2 of 2)

bull Conduct FMP benchmarking bull Create an FMP Steering Committeebull Develop a safety vision within the context of the FMPbull Instill CMV driver accountabilitybull Create policies for CMV driver recognitionbull Identify the difference between process and outcome

measuresbull Identify performance measures to assess the

effectiveness of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

6

Lesson 1 Introduction to Safety Culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

7

Introduction to Safety Culture

bull Exact definition is highly debated however most successful safety cultures contain these characteristicsndash Shared behavior pattern and beliefs related to safetyndash Safety is a valuendash Safety is a part of companyrsquos identity ndash Shared responsibility for safety ndash Commitment to helping others

perform safely

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

8

Safety Triad

Safety Cultur

eBehaviorPerson

Environment

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

9

Safety Culture

bull Safety culture and injuriescrashesbull Crashes usually the result of risky behaviorndash Driversrsquo behaviors are influenced by

environmental and personal factorsndash Positive safety cultures attempt to change factors

that occur before and after the occurrence of risky behavior

bull Positive safety culture is necessary prior to implementing an FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

10

Fatigue and Safety Culture

bull FMP designed to improve your organizationrsquos bottom line

bull Fatigue management is one aspect of overall safety culture

bull Integrate into your existing health and safety program

bull Safety culture topics reviewed can be applied to all safety-related behaviors to help enhance your existing safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

11

Fatigue Risk Management Systems

bull Safety culture specifically extended to fatigue

bull Process for measuring mitigating and managing fatigue risk

bull Identify sources of fatigue and ways to reduce fatigue

ID where FRMS apply

Collect and analyze data

ID fatigue risk

Assess safety risk

Set measures and countermeasures

Effectiveness evaluation

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

12

Components of Fatigue Risk Management Systems

bull Six core componentsndash Fatigue management policyndash Fatigue risk management proceduresndash Fatigue management training and educationndash Process for employees to report fatiguendash Process for investigating how fatigue contributes

to crashesndash Fatigue risk management evaluations

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

13

Lesson Quiz Lesson 11 Complete the following sentence An organizationrsquos safety culture

can best be described asA Managementrsquos feelings regarding the importance of safetyB Shared behavior patterns and beliefs that are related to safetyC The number of injuries that occur in the organizationD A vision to keep employees safe

2 Which of the following is a factor that influences an organizationrsquos safety cultureA PersonB BehaviorC EnvironmentD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

14

Lesson Quiz Lesson 1 Continued3 Which of the following statements is true

A Crashes are usually not the result of risky behaviorB An organizationrsquos safety culture has little affect on their crashes and injuriesC Crashes are usually the result of risky behaviorD It is not important to have a positive safety culture before implementing the

FMP4 What is the correct order of steps when implementing a fatigue risk

management system (FRMS)E Identify where the FRMS applies collect and analyze data identify fatigue risk assess

safety risk set measures and countermeasures and effectiveness evaluationF Assess safety risk identify fatigue risk identify where the FRMS applies set measures

and countermeasures collect and analyze data and effectiveness evaluationG Identify fatigue risk identify where the FRMS applies collect and analyze data assess

safety risk set measures and countermeasures and effectiveness evaluationH Collect and analyze data identify where the FRMS applies assess safety risk identify

fatigue risk set measures and countermeasures and effectiveness evaluation

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

15

Lesson Quiz Lesson 1 Continued

5 What is a core component of a fatigue risk management systemA Fatigue management policyB Process for employees to report fatigueC Process for investigating how fatigue contributes

to crashesD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

16

Lesson 2 Corporate Responsibilities and Roles in FMP Implementation

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

17

Shared Responsibility for Fatigue Management

bull Fatigue management is a shared responsibilitybull Remember the Person-Environment-

Behavior Modelndash You create policies and proceduresndash Necessary knowledge skill ability motivation and

attitudendash Employees behave safely or risky

bull From top-down control to bottom-up involvementbull Interdependent teamwork rather than only

individualized responsibility

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

18

Managementrsquos Commitment to Fatigue Management

bull Employees typically obey authoritybull Fatigue management should be supported from the top but

driven by the bottombull Strategies to increase commitment

ndash Prioritization of safety over productionndash Maintaining a high profile for fatigue in meetingsndash Personal attendance of managers at fatigue meetingsndash Face-to-face meetings with employees featuring fatigue as a topicndash Job descriptions that include safetyfatigue contractsndash Fatigue management leadershipndash Emphasize continued FMP improvement and evaluation

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

19

Prioritization of Driver Fatigue Over Production

bull Increased job performance (eg productivity) may come at the expense of CMV driver fatiguendash Risky behaviors (eg driving while fatigued)

may be rewarded (or not be punished) to increase productivity

ndash May suggest productivity is more important than driver fatigue

bull Fatigue management should be measured and rewarded like productivity

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

20

Maintaining a High Profile for Safety and Fatigue in Meetings

bull Safety as a value and not a priorityndash Priorities change values do not change

and are not compromisedndash Fatigue management should be linked to

all prioritiesbull Including fatigue discussions in meetings reinforces the

belief that fatigue management is a valuendash Illustrates how safety and CMV driver fatigue relate to all

aspects in the organizationbull Reminds employees of your support for reducing fatigue

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

21

Personal Attendance of Managers at Fatigue Meetings

bull Your attendance in fatigue meetings demonstrates a commitment to fatigue managementndash Recognize and acknowledgendash Feedbackndash Prompt safe behaviorndash Model safe behaviorndash Receive feedback directly from employeesndash Observe risky environmental conditions ndash One-to-one communication

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

22

Face-to-Face Meetings with Employees that Feature Fatigue as a Topic

bull Show you value CMV driver fatigue managementbull Provide praise and recognition for safe behavior

and self-reports of fatiguebull Provide corrective fatigue-related feedback

privately bull Receive feedback from the employeebull Develop personal fatigue- related goals

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

23

Job Descriptions that Include SafetyFatigue Contracts

bull Show fatigue management is valuedbull Demonstrate how fatigue relates to the jobbull Provide personal accountability for fatigued driving

performancebull Review non-fatigued driving as an essential job

requirementbull Describe fatigue-related policies and procedures

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24

Fatigue Leadershipbull Leaders inspire people to act bull Fatigue leadership not only from managementbull All employees should be fatigue management

leadersbull Hold themselves and others accountablebull Educate not trainbull Listen firstbull Promote ownership of fatigue improvementbull Allow others to develop methods to reduce fatiguebull Show confidence that safe behavior can be performed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

25

Communication About Fatigue Issues

bull Open and ongoing non-punitive communication involving safety and fatigue

bull Keep formal and informal channels of fatigue communication open

bull Involve regular communication between management supervisors and the workforce

bull Involve drivers (if interested) in developing communication strategies

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

26

Lesson Quiz Lesson 21 What is a suggestion for showing managementrsquos commitment to fatigue

managementA Create top-down controlB Face-to-face meetings with employees featuring fatigue as a topicC Avoid acknowledging drivers for their efforts in fatigue managementD Only encourage individualized responsibility

2 Why is it important to maintain a high profile for fatigue in meetingsA Including fatigue discussions in meetings illustrates how fatigue management

relates to other aspects of the organizationB Management needs to show that they are in control of the fatigue

management programC Meetings are a way to show fatigue management is a priorityD Discussing fatigue in meetings influences top-down involvement

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27

Lesson Quiz Lesson 2 Continued3 When should individual corrective fatigue management feedback be

givenA In a groupB In driver terminalsC PrivatelyD All the above

4 What statement below is accurate A Fatigue management leaders are not confident that drivers can follow fatigue

management proceduresB Fatigue management leaders train not educate drivers on fatigue

management behaviorsC All employees should be fatigue management leadersD Only management is responsible for fatigue management leadership

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

28

Lesson Quiz Lesson 2 Continued

5 Why is it important to have open and ongoing communication involvement fatigue managementA It ensures management is in control of the fatigue

management processB Communication will help to remind everyone of the

importance of fatigue managementC It provides an opportunity for management to criticize

driversD Reinforce the belief that fatigue management is the

responsibility of drivers

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

29

Lesson 3 Strategies for Engaging and Empowering Staff and Generating Commitment in the FMP

>

10501249

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30

Empowerment

bull Sharing of authority and responsibility bull Increased perception of controlbull Sharing organizational information and

knowledge that gives employees power to make decisions that directly influence organizational performance and direction

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31

Importance of Empowerment

bull Cost control organizational flexibility and product quality improvements

bull Increased job satisfaction motivation and organizational citizenship behavior

bull Decreased turnover and absenteeismbull Increased individual recognition

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

32

Increasing Perceptions of Empowerment

bull Three factors impact sense of empowerment

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33

Increasing Empowerment

bull Strategies for increasing employee empowermentndash Provide a sense of trust that employees will do a good jobndash Provide supportive feedback concerning safe behaviorsndash Actively listen to employees before offering advice or

feedbackndash Allow employees to develop personal goalsndash Allow employees to develop their own strategies for

increasing safe behavior while reducing risky behavior

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34

Empowerment and Resistance to Change

bull Empowerment diminishes resistance to changendash Allows employees to contribute to the process of

changendash Builds a sense of trustndash Increases a personal sense

of controlndash Provides bottom-up initiativendash Motivates others to accept changendash Provides more responsibility

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

35

Delegation of Responsibility for Fatigue

bull Each employee feels responsible for fatigue and safety in a positive safety culture

bull Delegating responsibility holds all employees accountable

bull Employees will feel responsible and accountable for their fatigue and help co-workers

bull Well-defined responsibilities increases performance

bull A sense of ownership over safety initiatives

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36

Encouraging Commitment to the Organization

bull Dedication to the organization and willing to work on its behalf

bull 3 factors that contribute to organizational commitmentndash Identity and loyalty to the organizationndash Amount of personal investment made to the organizationndash Personal feelings of obligation to the organization

bull Commitment can be at different levels in the organization

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37

Benefits of Organizational Commitment

bull Increased job satisfactionbull Increased performancebull Increased involvementbull Decreased job stressbull Decreased resistance to changebull Decreased turnover and absenteeism

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

38

Increasing Organizational Commitment

bull Support from you and supervisorsndash ldquoMy organization and supervisor are on my siderdquo

bull Rewards for goal achievement and other accomplishments

bull Participation in organizational decision makingbull Perceptions of belonging in

the organizationbull Training and commitment from the organization in

employee development

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

39

Lesson Quiz Lesson 31 What is empowerment

A Empowerment means letting your employees do whatever they wantB Giving employees sole responsibility C Sharing information and knowledge so employees can make decisionsD Decrease in managementrsquos responsibility

2 What is a factor that influences employeesrsquo perceptions of empowerment

A Self-efficacyB Personal controlC OptimismD All the above

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40

Lesson Quiz Lesson 3 Continued3 Why is employee empowerment important

A Empowerment can diminish resistance to the FMP because it creates bottom-up involvement

B Empowerment decreases managementrsquos responsibility in the FMPC Empowerment tricks employees in believing they are in controlD Empowerment increases managementrsquos control in the development of the

FMP

4 Why is it important to delegate responsibility for fatigue managementA It reduces responsibility of managementB It increases managementrsquos controlC Decreases employeesrsquo sense of self-efficacyD Accountability increases

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41

Lesson Quiz Lesson 3 Continued

5 What is a strategy to increase organizational commitmentA Encourage participation in FMP development

and decision-makingB Reduce empowermentC Develop and assign goals to employeesD All the above

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42

Lesson 4 Step-by-Step Guide to Corporate Culture Change

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43

Corporate Culture Changebull Culture change can be accomplished through the

following steps or techniques1 Top management ldquobuy inrdquo2 Building trust3 Conducting bench marking4 Management training5 Creating a steering committee6 Development of a safety vision7 Defining roles

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

44

Corporate Culture Change8 Developing accountability9 Developing measures10 Developing policies for

recognition11 Awareness education and

kick-off12 Implementing the FMP13 Measuring performance14 Supporting the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

45

Top Management ldquoBuy Inrdquobull Employees often follow authority or top management and

look to them for guidance in times of changebull Champion the FMP through face-to-face interactionsbull Avoid lip service bull Attend and participate in all meetings

concerning the FMPbull Emphasize the benefits of the FMP and

beliefs in its successbull Provide positive feedback praise and recognition for all

employees involved in the FMPbull Be actively involved in the development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

46

Build Trust

bull Involve employees from all levels of the organization in the development of the FMP

bull Seek specific feedback about the FMPbull Actively listen to all concernsbull Provide opportunities for choice in the FMP

development process among employeesbull Consider CMV driver fatigue

management a value and not a prioritybull You should be expected to follow the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

47

Conduct Bench Marking

bull Observation of current fatigue management and fatigue-related characteristics will determine areas in need of improvement

bull Evaluate current best practices to identify proven fatigue management techniques

bull Identify best practices related to your organizationrsquos need for improvement

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

48

Management Training and Education

bull Critical for you to fully understand the concept behind the FMP before developing the FMP

bull Organizational culture change requires all employees to understand the basic principles behind change

bull Management needs training in the best practices related to the FMP in order to champion the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

49

Training Managers

bull Train managers tondash Provide supportive and corrective feedbackndash Become leaders in the FMP developmentndash Provide rewards praise andor recognition for

goal accomplishmentndash Effectively communicate about FMP-related topics

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

50

Steering Committee

bull Steering committee needs to be assembled to provide oversight and support

bull All levels of the organization included on the steering committee including a driver advisory council

bull The steering committee will serve two functionsndash Develop FMP contentndash Develop the process for implementing the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

51

Assembling the Steering Committee

bull What mission will the steering committee servebull What ground rules dictate how the steering committee

will operatebull What will be the suggested authority of the steering

committeebull What limitations are placed on the steering committeebull What are the priorities of the steering committeebull Which people are best suited to be on the steering

committee

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

52

Develop a Safety Vision

bull What is the purpose of the FMPbull How should the FMP affect the future of the

organizationbull What is the ideal outcome of the FMPbull What the current state of fatigue is

within the organizationbull What steps are needed for the organization

to reach the ideal fatigue-related outcome(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

53

Define Roles

bull When defining roles consider each committee memberrsquos strengths and why they have been selected to be on the steering committeendash Who has the most knowledge of current FMP best

practicesndash Who can elicit the most

comprehensive feedback from driversndash Who has knowledge of training and education

principles and proceduresndash Who has knowledge of program administration

and finances

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

54

Develop Accountabilitybull Strive towards self-directed responsibility and

accountability bull Recognize and acknowledge involvement in the FMPbull Hold employees accountable for things in their controlbull Develop SMART (Specific Motivational Achievable

Relevant Trackable) goalsbull Feedback on progression toward goal accomplishmentbull ldquoFact-findrdquo not ldquofault-findrdquobull Focus on process measures instead of

outcome measures (described in Lesson 5)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

55

Develop Measures

bull Develop measures that allow employees to be held accountable

bull Process measures and not outcome measuresbull Focus on specific behaviors that can be easily defined

tracked and are related to individual and group goalsndash For group goals group performance

measures should be developedndash For individual goals personal

performance measures should be developed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

56

Develop Policies for Recognition

bull Specific behaviorsbull Participation in FMP development implementation and

evaluationbull Policies for recognition and rewards should be well

defined and easily understoodbull Achievable but motivatingbull Develop policies for both group and individual

recognitionbull Group recognition should not be contingent on an

individualrsquos failure(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

57

Awareness Education and Kick-Off

bull All employees must be aware of and educated on the purpose policies and procedures involved in the FMP

bull Awareness and education help to reduce resistance to the FMP

bull Holding a kick-off meeting(s) helps show your support and ldquobuy-inrdquo for the FMP

bull Ensure all employees fully understand the reason behind the FMP and how it works

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

58

Implement the FMP

bull After the all previous steps have been completed the FMP should be implemented

bull Keep all lines of communication open to answer any questions related to the FMP

bull Show continued support by maintaining a high profile in all meetings relating to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

59

Measure Performance

bull Continued measurement is criticalbull Measurement helps gauge the impact of

the FMP and employee acceptancebull Use predefined measures developed by the

steering committeebull Use both quantitative and qualitative

measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

60

Support the FMPbull Need to show continued support for

the FMPbull Formal and informal communication

to gather feedback regarding the FMPbull Follow through with pre-defined rules

for reward and recognitionbull Visibility and participation in all meetings related to the FMPbull Actively listen to all feedback and address issues with the

steering committee bull Post weeklymonthly charts tracking

progress of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

61

Lesson Quiz Lesson 41 How can management show FMP ldquobuy-inrdquo

A Actively participate in all meetings concerning the FMPB Avoid lip serviceC Provide positive feedback praise and recognition for all employees

involved in the FMPD All the above

2 Why is it important to conduct fatigue management bench marking

A To identify drivers that practice bad fatigue managementB To evaluate the current overall state of driver fatigueC To punish those employees that do not support fatigue managementD Build trust

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

62

Lesson Quiz Lesson 4 Continued3 Who should make up the FMP steering committee

A Only managementB Only driversC Representatives from all levels of the organization affected by the

FMPD Both management and drivers

4 What is a strategy to develop accountabilityA Develop SMART goalsB Provide feedback on progression toward goals accomplishmentC ldquoFact-findrdquo not ldquofault-findrdquoD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

63

Lesson Quiz Lesson 4 Continued

5 What kind of measures should be developedA Only individual performance measuresB Only group performance measuresC Both individual and group performance

measuresD Only outcome measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

64

Lesson 5 Performance Measures to Gauge the Efficacy of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

65

You Canrsquot Manage What You Canrsquot Measure

bull What is the current level of performancebull To know if interventions are changing behavior you have

to measure and track what it is you want to changebull Measuring behaviors allows them

to be monitored and reviewedbull Operationally define behaviors so

they can be trackedbull Measurement can be focused on the specific behavior

(process measures) or the result of the behavior (outcome measures)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

66

Process Measures

bull Measures that focus on the occurrence of specific behaviors

bull Process measures have been found to increase the occurrence of safe behaviors in transportation

bull Process measures specific to the FMPndash Follow policies and proceduresndash Policies and procedures implemented correctlyndash Information on the FMP has been conveyed ndash Subjective perceptions and opinions of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

67

Following FMP Policies and Procedures

bull FMP policies and procedures have to be followed for the program to be successful

bull Amount of time exercising per week vs medical opinion of amount of exercise needed

bull Percentage of safety meetings attendedbull The amount of fatigue feedback givenreceived in

a given time bull Percentage of time a continuous positive

airway pressure machine (CPAP) is used (if necessary)

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68

FMP Policies and Procedures Implemented Correctly

bull There are a number of specific behaviors that influence if policies and procedures are implemented correctly

bull The number of concerns addressed in the development of FMP policies and procedures

bull The number of feedback provided by employees that indicated a resistance to FMP implementation

bull The number of employees who earn FMP recognition

bull GPS tracking of trucks for miles traveled idle time engine off time on-duty hours and driving hours

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

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70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

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71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

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72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

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73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

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76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

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80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

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82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

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83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

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85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

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86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 5: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

5

Module Objects (2 of 2)

bull Conduct FMP benchmarking bull Create an FMP Steering Committeebull Develop a safety vision within the context of the FMPbull Instill CMV driver accountabilitybull Create policies for CMV driver recognitionbull Identify the difference between process and outcome

measuresbull Identify performance measures to assess the

effectiveness of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

6

Lesson 1 Introduction to Safety Culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

7

Introduction to Safety Culture

bull Exact definition is highly debated however most successful safety cultures contain these characteristicsndash Shared behavior pattern and beliefs related to safetyndash Safety is a valuendash Safety is a part of companyrsquos identity ndash Shared responsibility for safety ndash Commitment to helping others

perform safely

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

8

Safety Triad

Safety Cultur

eBehaviorPerson

Environment

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

9

Safety Culture

bull Safety culture and injuriescrashesbull Crashes usually the result of risky behaviorndash Driversrsquo behaviors are influenced by

environmental and personal factorsndash Positive safety cultures attempt to change factors

that occur before and after the occurrence of risky behavior

bull Positive safety culture is necessary prior to implementing an FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

10

Fatigue and Safety Culture

bull FMP designed to improve your organizationrsquos bottom line

bull Fatigue management is one aspect of overall safety culture

bull Integrate into your existing health and safety program

bull Safety culture topics reviewed can be applied to all safety-related behaviors to help enhance your existing safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

11

Fatigue Risk Management Systems

bull Safety culture specifically extended to fatigue

bull Process for measuring mitigating and managing fatigue risk

bull Identify sources of fatigue and ways to reduce fatigue

ID where FRMS apply

Collect and analyze data

ID fatigue risk

Assess safety risk

Set measures and countermeasures

Effectiveness evaluation

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

12

Components of Fatigue Risk Management Systems

bull Six core componentsndash Fatigue management policyndash Fatigue risk management proceduresndash Fatigue management training and educationndash Process for employees to report fatiguendash Process for investigating how fatigue contributes

to crashesndash Fatigue risk management evaluations

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

13

Lesson Quiz Lesson 11 Complete the following sentence An organizationrsquos safety culture

can best be described asA Managementrsquos feelings regarding the importance of safetyB Shared behavior patterns and beliefs that are related to safetyC The number of injuries that occur in the organizationD A vision to keep employees safe

2 Which of the following is a factor that influences an organizationrsquos safety cultureA PersonB BehaviorC EnvironmentD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

14

Lesson Quiz Lesson 1 Continued3 Which of the following statements is true

A Crashes are usually not the result of risky behaviorB An organizationrsquos safety culture has little affect on their crashes and injuriesC Crashes are usually the result of risky behaviorD It is not important to have a positive safety culture before implementing the

FMP4 What is the correct order of steps when implementing a fatigue risk

management system (FRMS)E Identify where the FRMS applies collect and analyze data identify fatigue risk assess

safety risk set measures and countermeasures and effectiveness evaluationF Assess safety risk identify fatigue risk identify where the FRMS applies set measures

and countermeasures collect and analyze data and effectiveness evaluationG Identify fatigue risk identify where the FRMS applies collect and analyze data assess

safety risk set measures and countermeasures and effectiveness evaluationH Collect and analyze data identify where the FRMS applies assess safety risk identify

fatigue risk set measures and countermeasures and effectiveness evaluation

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

15

Lesson Quiz Lesson 1 Continued

5 What is a core component of a fatigue risk management systemA Fatigue management policyB Process for employees to report fatigueC Process for investigating how fatigue contributes

to crashesD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

16

Lesson 2 Corporate Responsibilities and Roles in FMP Implementation

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

17

Shared Responsibility for Fatigue Management

bull Fatigue management is a shared responsibilitybull Remember the Person-Environment-

Behavior Modelndash You create policies and proceduresndash Necessary knowledge skill ability motivation and

attitudendash Employees behave safely or risky

bull From top-down control to bottom-up involvementbull Interdependent teamwork rather than only

individualized responsibility

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

18

Managementrsquos Commitment to Fatigue Management

bull Employees typically obey authoritybull Fatigue management should be supported from the top but

driven by the bottombull Strategies to increase commitment

ndash Prioritization of safety over productionndash Maintaining a high profile for fatigue in meetingsndash Personal attendance of managers at fatigue meetingsndash Face-to-face meetings with employees featuring fatigue as a topicndash Job descriptions that include safetyfatigue contractsndash Fatigue management leadershipndash Emphasize continued FMP improvement and evaluation

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

19

Prioritization of Driver Fatigue Over Production

bull Increased job performance (eg productivity) may come at the expense of CMV driver fatiguendash Risky behaviors (eg driving while fatigued)

may be rewarded (or not be punished) to increase productivity

ndash May suggest productivity is more important than driver fatigue

bull Fatigue management should be measured and rewarded like productivity

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

20

Maintaining a High Profile for Safety and Fatigue in Meetings

bull Safety as a value and not a priorityndash Priorities change values do not change

and are not compromisedndash Fatigue management should be linked to

all prioritiesbull Including fatigue discussions in meetings reinforces the

belief that fatigue management is a valuendash Illustrates how safety and CMV driver fatigue relate to all

aspects in the organizationbull Reminds employees of your support for reducing fatigue

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

21

Personal Attendance of Managers at Fatigue Meetings

bull Your attendance in fatigue meetings demonstrates a commitment to fatigue managementndash Recognize and acknowledgendash Feedbackndash Prompt safe behaviorndash Model safe behaviorndash Receive feedback directly from employeesndash Observe risky environmental conditions ndash One-to-one communication

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

22

Face-to-Face Meetings with Employees that Feature Fatigue as a Topic

bull Show you value CMV driver fatigue managementbull Provide praise and recognition for safe behavior

and self-reports of fatiguebull Provide corrective fatigue-related feedback

privately bull Receive feedback from the employeebull Develop personal fatigue- related goals

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

23

Job Descriptions that Include SafetyFatigue Contracts

bull Show fatigue management is valuedbull Demonstrate how fatigue relates to the jobbull Provide personal accountability for fatigued driving

performancebull Review non-fatigued driving as an essential job

requirementbull Describe fatigue-related policies and procedures

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24

Fatigue Leadershipbull Leaders inspire people to act bull Fatigue leadership not only from managementbull All employees should be fatigue management

leadersbull Hold themselves and others accountablebull Educate not trainbull Listen firstbull Promote ownership of fatigue improvementbull Allow others to develop methods to reduce fatiguebull Show confidence that safe behavior can be performed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

25

Communication About Fatigue Issues

bull Open and ongoing non-punitive communication involving safety and fatigue

bull Keep formal and informal channels of fatigue communication open

bull Involve regular communication between management supervisors and the workforce

bull Involve drivers (if interested) in developing communication strategies

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

26

Lesson Quiz Lesson 21 What is a suggestion for showing managementrsquos commitment to fatigue

managementA Create top-down controlB Face-to-face meetings with employees featuring fatigue as a topicC Avoid acknowledging drivers for their efforts in fatigue managementD Only encourage individualized responsibility

2 Why is it important to maintain a high profile for fatigue in meetingsA Including fatigue discussions in meetings illustrates how fatigue management

relates to other aspects of the organizationB Management needs to show that they are in control of the fatigue

management programC Meetings are a way to show fatigue management is a priorityD Discussing fatigue in meetings influences top-down involvement

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

27

Lesson Quiz Lesson 2 Continued3 When should individual corrective fatigue management feedback be

givenA In a groupB In driver terminalsC PrivatelyD All the above

4 What statement below is accurate A Fatigue management leaders are not confident that drivers can follow fatigue

management proceduresB Fatigue management leaders train not educate drivers on fatigue

management behaviorsC All employees should be fatigue management leadersD Only management is responsible for fatigue management leadership

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

28

Lesson Quiz Lesson 2 Continued

5 Why is it important to have open and ongoing communication involvement fatigue managementA It ensures management is in control of the fatigue

management processB Communication will help to remind everyone of the

importance of fatigue managementC It provides an opportunity for management to criticize

driversD Reinforce the belief that fatigue management is the

responsibility of drivers

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

29

Lesson 3 Strategies for Engaging and Empowering Staff and Generating Commitment in the FMP

>

10501249

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30

Empowerment

bull Sharing of authority and responsibility bull Increased perception of controlbull Sharing organizational information and

knowledge that gives employees power to make decisions that directly influence organizational performance and direction

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31

Importance of Empowerment

bull Cost control organizational flexibility and product quality improvements

bull Increased job satisfaction motivation and organizational citizenship behavior

bull Decreased turnover and absenteeismbull Increased individual recognition

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

32

Increasing Perceptions of Empowerment

bull Three factors impact sense of empowerment

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33

Increasing Empowerment

bull Strategies for increasing employee empowermentndash Provide a sense of trust that employees will do a good jobndash Provide supportive feedback concerning safe behaviorsndash Actively listen to employees before offering advice or

feedbackndash Allow employees to develop personal goalsndash Allow employees to develop their own strategies for

increasing safe behavior while reducing risky behavior

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34

Empowerment and Resistance to Change

bull Empowerment diminishes resistance to changendash Allows employees to contribute to the process of

changendash Builds a sense of trustndash Increases a personal sense

of controlndash Provides bottom-up initiativendash Motivates others to accept changendash Provides more responsibility

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35

Delegation of Responsibility for Fatigue

bull Each employee feels responsible for fatigue and safety in a positive safety culture

bull Delegating responsibility holds all employees accountable

bull Employees will feel responsible and accountable for their fatigue and help co-workers

bull Well-defined responsibilities increases performance

bull A sense of ownership over safety initiatives

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

36

Encouraging Commitment to the Organization

bull Dedication to the organization and willing to work on its behalf

bull 3 factors that contribute to organizational commitmentndash Identity and loyalty to the organizationndash Amount of personal investment made to the organizationndash Personal feelings of obligation to the organization

bull Commitment can be at different levels in the organization

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37

Benefits of Organizational Commitment

bull Increased job satisfactionbull Increased performancebull Increased involvementbull Decreased job stressbull Decreased resistance to changebull Decreased turnover and absenteeism

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

38

Increasing Organizational Commitment

bull Support from you and supervisorsndash ldquoMy organization and supervisor are on my siderdquo

bull Rewards for goal achievement and other accomplishments

bull Participation in organizational decision makingbull Perceptions of belonging in

the organizationbull Training and commitment from the organization in

employee development

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

39

Lesson Quiz Lesson 31 What is empowerment

A Empowerment means letting your employees do whatever they wantB Giving employees sole responsibility C Sharing information and knowledge so employees can make decisionsD Decrease in managementrsquos responsibility

2 What is a factor that influences employeesrsquo perceptions of empowerment

A Self-efficacyB Personal controlC OptimismD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

40

Lesson Quiz Lesson 3 Continued3 Why is employee empowerment important

A Empowerment can diminish resistance to the FMP because it creates bottom-up involvement

B Empowerment decreases managementrsquos responsibility in the FMPC Empowerment tricks employees in believing they are in controlD Empowerment increases managementrsquos control in the development of the

FMP

4 Why is it important to delegate responsibility for fatigue managementA It reduces responsibility of managementB It increases managementrsquos controlC Decreases employeesrsquo sense of self-efficacyD Accountability increases

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

41

Lesson Quiz Lesson 3 Continued

5 What is a strategy to increase organizational commitmentA Encourage participation in FMP development

and decision-makingB Reduce empowermentC Develop and assign goals to employeesD All the above

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42

Lesson 4 Step-by-Step Guide to Corporate Culture Change

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43

Corporate Culture Changebull Culture change can be accomplished through the

following steps or techniques1 Top management ldquobuy inrdquo2 Building trust3 Conducting bench marking4 Management training5 Creating a steering committee6 Development of a safety vision7 Defining roles

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

44

Corporate Culture Change8 Developing accountability9 Developing measures10 Developing policies for

recognition11 Awareness education and

kick-off12 Implementing the FMP13 Measuring performance14 Supporting the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

45

Top Management ldquoBuy Inrdquobull Employees often follow authority or top management and

look to them for guidance in times of changebull Champion the FMP through face-to-face interactionsbull Avoid lip service bull Attend and participate in all meetings

concerning the FMPbull Emphasize the benefits of the FMP and

beliefs in its successbull Provide positive feedback praise and recognition for all

employees involved in the FMPbull Be actively involved in the development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

46

Build Trust

bull Involve employees from all levels of the organization in the development of the FMP

bull Seek specific feedback about the FMPbull Actively listen to all concernsbull Provide opportunities for choice in the FMP

development process among employeesbull Consider CMV driver fatigue

management a value and not a prioritybull You should be expected to follow the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

47

Conduct Bench Marking

bull Observation of current fatigue management and fatigue-related characteristics will determine areas in need of improvement

bull Evaluate current best practices to identify proven fatigue management techniques

bull Identify best practices related to your organizationrsquos need for improvement

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

48

Management Training and Education

bull Critical for you to fully understand the concept behind the FMP before developing the FMP

bull Organizational culture change requires all employees to understand the basic principles behind change

bull Management needs training in the best practices related to the FMP in order to champion the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

49

Training Managers

bull Train managers tondash Provide supportive and corrective feedbackndash Become leaders in the FMP developmentndash Provide rewards praise andor recognition for

goal accomplishmentndash Effectively communicate about FMP-related topics

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

50

Steering Committee

bull Steering committee needs to be assembled to provide oversight and support

bull All levels of the organization included on the steering committee including a driver advisory council

bull The steering committee will serve two functionsndash Develop FMP contentndash Develop the process for implementing the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

51

Assembling the Steering Committee

bull What mission will the steering committee servebull What ground rules dictate how the steering committee

will operatebull What will be the suggested authority of the steering

committeebull What limitations are placed on the steering committeebull What are the priorities of the steering committeebull Which people are best suited to be on the steering

committee

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

52

Develop a Safety Vision

bull What is the purpose of the FMPbull How should the FMP affect the future of the

organizationbull What is the ideal outcome of the FMPbull What the current state of fatigue is

within the organizationbull What steps are needed for the organization

to reach the ideal fatigue-related outcome(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

53

Define Roles

bull When defining roles consider each committee memberrsquos strengths and why they have been selected to be on the steering committeendash Who has the most knowledge of current FMP best

practicesndash Who can elicit the most

comprehensive feedback from driversndash Who has knowledge of training and education

principles and proceduresndash Who has knowledge of program administration

and finances

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

54

Develop Accountabilitybull Strive towards self-directed responsibility and

accountability bull Recognize and acknowledge involvement in the FMPbull Hold employees accountable for things in their controlbull Develop SMART (Specific Motivational Achievable

Relevant Trackable) goalsbull Feedback on progression toward goal accomplishmentbull ldquoFact-findrdquo not ldquofault-findrdquobull Focus on process measures instead of

outcome measures (described in Lesson 5)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

55

Develop Measures

bull Develop measures that allow employees to be held accountable

bull Process measures and not outcome measuresbull Focus on specific behaviors that can be easily defined

tracked and are related to individual and group goalsndash For group goals group performance

measures should be developedndash For individual goals personal

performance measures should be developed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

56

Develop Policies for Recognition

bull Specific behaviorsbull Participation in FMP development implementation and

evaluationbull Policies for recognition and rewards should be well

defined and easily understoodbull Achievable but motivatingbull Develop policies for both group and individual

recognitionbull Group recognition should not be contingent on an

individualrsquos failure(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

57

Awareness Education and Kick-Off

bull All employees must be aware of and educated on the purpose policies and procedures involved in the FMP

bull Awareness and education help to reduce resistance to the FMP

bull Holding a kick-off meeting(s) helps show your support and ldquobuy-inrdquo for the FMP

bull Ensure all employees fully understand the reason behind the FMP and how it works

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

58

Implement the FMP

bull After the all previous steps have been completed the FMP should be implemented

bull Keep all lines of communication open to answer any questions related to the FMP

bull Show continued support by maintaining a high profile in all meetings relating to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

59

Measure Performance

bull Continued measurement is criticalbull Measurement helps gauge the impact of

the FMP and employee acceptancebull Use predefined measures developed by the

steering committeebull Use both quantitative and qualitative

measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

60

Support the FMPbull Need to show continued support for

the FMPbull Formal and informal communication

to gather feedback regarding the FMPbull Follow through with pre-defined rules

for reward and recognitionbull Visibility and participation in all meetings related to the FMPbull Actively listen to all feedback and address issues with the

steering committee bull Post weeklymonthly charts tracking

progress of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

61

Lesson Quiz Lesson 41 How can management show FMP ldquobuy-inrdquo

A Actively participate in all meetings concerning the FMPB Avoid lip serviceC Provide positive feedback praise and recognition for all employees

involved in the FMPD All the above

2 Why is it important to conduct fatigue management bench marking

A To identify drivers that practice bad fatigue managementB To evaluate the current overall state of driver fatigueC To punish those employees that do not support fatigue managementD Build trust

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62

Lesson Quiz Lesson 4 Continued3 Who should make up the FMP steering committee

A Only managementB Only driversC Representatives from all levels of the organization affected by the

FMPD Both management and drivers

4 What is a strategy to develop accountabilityA Develop SMART goalsB Provide feedback on progression toward goals accomplishmentC ldquoFact-findrdquo not ldquofault-findrdquoD All the above

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63

Lesson Quiz Lesson 4 Continued

5 What kind of measures should be developedA Only individual performance measuresB Only group performance measuresC Both individual and group performance

measuresD Only outcome measures

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64

Lesson 5 Performance Measures to Gauge the Efficacy of the FMP

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65

You Canrsquot Manage What You Canrsquot Measure

bull What is the current level of performancebull To know if interventions are changing behavior you have

to measure and track what it is you want to changebull Measuring behaviors allows them

to be monitored and reviewedbull Operationally define behaviors so

they can be trackedbull Measurement can be focused on the specific behavior

(process measures) or the result of the behavior (outcome measures)

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66

Process Measures

bull Measures that focus on the occurrence of specific behaviors

bull Process measures have been found to increase the occurrence of safe behaviors in transportation

bull Process measures specific to the FMPndash Follow policies and proceduresndash Policies and procedures implemented correctlyndash Information on the FMP has been conveyed ndash Subjective perceptions and opinions of the FMP

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67

Following FMP Policies and Procedures

bull FMP policies and procedures have to be followed for the program to be successful

bull Amount of time exercising per week vs medical opinion of amount of exercise needed

bull Percentage of safety meetings attendedbull The amount of fatigue feedback givenreceived in

a given time bull Percentage of time a continuous positive

airway pressure machine (CPAP) is used (if necessary)

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68

FMP Policies and Procedures Implemented Correctly

bull There are a number of specific behaviors that influence if policies and procedures are implemented correctly

bull The number of concerns addressed in the development of FMP policies and procedures

bull The number of feedback provided by employees that indicated a resistance to FMP implementation

bull The number of employees who earn FMP recognition

bull GPS tracking of trucks for miles traveled idle time engine off time on-duty hours and driving hours

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

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71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

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72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

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80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

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83

Conclusion Review and Summary

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84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 6: Module 2 Safety Culture and Management Practices

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6

Lesson 1 Introduction to Safety Culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

7

Introduction to Safety Culture

bull Exact definition is highly debated however most successful safety cultures contain these characteristicsndash Shared behavior pattern and beliefs related to safetyndash Safety is a valuendash Safety is a part of companyrsquos identity ndash Shared responsibility for safety ndash Commitment to helping others

perform safely

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

8

Safety Triad

Safety Cultur

eBehaviorPerson

Environment

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9

Safety Culture

bull Safety culture and injuriescrashesbull Crashes usually the result of risky behaviorndash Driversrsquo behaviors are influenced by

environmental and personal factorsndash Positive safety cultures attempt to change factors

that occur before and after the occurrence of risky behavior

bull Positive safety culture is necessary prior to implementing an FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

10

Fatigue and Safety Culture

bull FMP designed to improve your organizationrsquos bottom line

bull Fatigue management is one aspect of overall safety culture

bull Integrate into your existing health and safety program

bull Safety culture topics reviewed can be applied to all safety-related behaviors to help enhance your existing safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

11

Fatigue Risk Management Systems

bull Safety culture specifically extended to fatigue

bull Process for measuring mitigating and managing fatigue risk

bull Identify sources of fatigue and ways to reduce fatigue

ID where FRMS apply

Collect and analyze data

ID fatigue risk

Assess safety risk

Set measures and countermeasures

Effectiveness evaluation

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

12

Components of Fatigue Risk Management Systems

bull Six core componentsndash Fatigue management policyndash Fatigue risk management proceduresndash Fatigue management training and educationndash Process for employees to report fatiguendash Process for investigating how fatigue contributes

to crashesndash Fatigue risk management evaluations

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13

Lesson Quiz Lesson 11 Complete the following sentence An organizationrsquos safety culture

can best be described asA Managementrsquos feelings regarding the importance of safetyB Shared behavior patterns and beliefs that are related to safetyC The number of injuries that occur in the organizationD A vision to keep employees safe

2 Which of the following is a factor that influences an organizationrsquos safety cultureA PersonB BehaviorC EnvironmentD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

14

Lesson Quiz Lesson 1 Continued3 Which of the following statements is true

A Crashes are usually not the result of risky behaviorB An organizationrsquos safety culture has little affect on their crashes and injuriesC Crashes are usually the result of risky behaviorD It is not important to have a positive safety culture before implementing the

FMP4 What is the correct order of steps when implementing a fatigue risk

management system (FRMS)E Identify where the FRMS applies collect and analyze data identify fatigue risk assess

safety risk set measures and countermeasures and effectiveness evaluationF Assess safety risk identify fatigue risk identify where the FRMS applies set measures

and countermeasures collect and analyze data and effectiveness evaluationG Identify fatigue risk identify where the FRMS applies collect and analyze data assess

safety risk set measures and countermeasures and effectiveness evaluationH Collect and analyze data identify where the FRMS applies assess safety risk identify

fatigue risk set measures and countermeasures and effectiveness evaluation

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

15

Lesson Quiz Lesson 1 Continued

5 What is a core component of a fatigue risk management systemA Fatigue management policyB Process for employees to report fatigueC Process for investigating how fatigue contributes

to crashesD All the above

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16

Lesson 2 Corporate Responsibilities and Roles in FMP Implementation

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17

Shared Responsibility for Fatigue Management

bull Fatigue management is a shared responsibilitybull Remember the Person-Environment-

Behavior Modelndash You create policies and proceduresndash Necessary knowledge skill ability motivation and

attitudendash Employees behave safely or risky

bull From top-down control to bottom-up involvementbull Interdependent teamwork rather than only

individualized responsibility

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18

Managementrsquos Commitment to Fatigue Management

bull Employees typically obey authoritybull Fatigue management should be supported from the top but

driven by the bottombull Strategies to increase commitment

ndash Prioritization of safety over productionndash Maintaining a high profile for fatigue in meetingsndash Personal attendance of managers at fatigue meetingsndash Face-to-face meetings with employees featuring fatigue as a topicndash Job descriptions that include safetyfatigue contractsndash Fatigue management leadershipndash Emphasize continued FMP improvement and evaluation

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

19

Prioritization of Driver Fatigue Over Production

bull Increased job performance (eg productivity) may come at the expense of CMV driver fatiguendash Risky behaviors (eg driving while fatigued)

may be rewarded (or not be punished) to increase productivity

ndash May suggest productivity is more important than driver fatigue

bull Fatigue management should be measured and rewarded like productivity

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20

Maintaining a High Profile for Safety and Fatigue in Meetings

bull Safety as a value and not a priorityndash Priorities change values do not change

and are not compromisedndash Fatigue management should be linked to

all prioritiesbull Including fatigue discussions in meetings reinforces the

belief that fatigue management is a valuendash Illustrates how safety and CMV driver fatigue relate to all

aspects in the organizationbull Reminds employees of your support for reducing fatigue

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

21

Personal Attendance of Managers at Fatigue Meetings

bull Your attendance in fatigue meetings demonstrates a commitment to fatigue managementndash Recognize and acknowledgendash Feedbackndash Prompt safe behaviorndash Model safe behaviorndash Receive feedback directly from employeesndash Observe risky environmental conditions ndash One-to-one communication

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

22

Face-to-Face Meetings with Employees that Feature Fatigue as a Topic

bull Show you value CMV driver fatigue managementbull Provide praise and recognition for safe behavior

and self-reports of fatiguebull Provide corrective fatigue-related feedback

privately bull Receive feedback from the employeebull Develop personal fatigue- related goals

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

23

Job Descriptions that Include SafetyFatigue Contracts

bull Show fatigue management is valuedbull Demonstrate how fatigue relates to the jobbull Provide personal accountability for fatigued driving

performancebull Review non-fatigued driving as an essential job

requirementbull Describe fatigue-related policies and procedures

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24

Fatigue Leadershipbull Leaders inspire people to act bull Fatigue leadership not only from managementbull All employees should be fatigue management

leadersbull Hold themselves and others accountablebull Educate not trainbull Listen firstbull Promote ownership of fatigue improvementbull Allow others to develop methods to reduce fatiguebull Show confidence that safe behavior can be performed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

25

Communication About Fatigue Issues

bull Open and ongoing non-punitive communication involving safety and fatigue

bull Keep formal and informal channels of fatigue communication open

bull Involve regular communication between management supervisors and the workforce

bull Involve drivers (if interested) in developing communication strategies

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

26

Lesson Quiz Lesson 21 What is a suggestion for showing managementrsquos commitment to fatigue

managementA Create top-down controlB Face-to-face meetings with employees featuring fatigue as a topicC Avoid acknowledging drivers for their efforts in fatigue managementD Only encourage individualized responsibility

2 Why is it important to maintain a high profile for fatigue in meetingsA Including fatigue discussions in meetings illustrates how fatigue management

relates to other aspects of the organizationB Management needs to show that they are in control of the fatigue

management programC Meetings are a way to show fatigue management is a priorityD Discussing fatigue in meetings influences top-down involvement

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

27

Lesson Quiz Lesson 2 Continued3 When should individual corrective fatigue management feedback be

givenA In a groupB In driver terminalsC PrivatelyD All the above

4 What statement below is accurate A Fatigue management leaders are not confident that drivers can follow fatigue

management proceduresB Fatigue management leaders train not educate drivers on fatigue

management behaviorsC All employees should be fatigue management leadersD Only management is responsible for fatigue management leadership

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

28

Lesson Quiz Lesson 2 Continued

5 Why is it important to have open and ongoing communication involvement fatigue managementA It ensures management is in control of the fatigue

management processB Communication will help to remind everyone of the

importance of fatigue managementC It provides an opportunity for management to criticize

driversD Reinforce the belief that fatigue management is the

responsibility of drivers

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

29

Lesson 3 Strategies for Engaging and Empowering Staff and Generating Commitment in the FMP

>

10501249

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30

Empowerment

bull Sharing of authority and responsibility bull Increased perception of controlbull Sharing organizational information and

knowledge that gives employees power to make decisions that directly influence organizational performance and direction

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31

Importance of Empowerment

bull Cost control organizational flexibility and product quality improvements

bull Increased job satisfaction motivation and organizational citizenship behavior

bull Decreased turnover and absenteeismbull Increased individual recognition

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

32

Increasing Perceptions of Empowerment

bull Three factors impact sense of empowerment

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33

Increasing Empowerment

bull Strategies for increasing employee empowermentndash Provide a sense of trust that employees will do a good jobndash Provide supportive feedback concerning safe behaviorsndash Actively listen to employees before offering advice or

feedbackndash Allow employees to develop personal goalsndash Allow employees to develop their own strategies for

increasing safe behavior while reducing risky behavior

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

34

Empowerment and Resistance to Change

bull Empowerment diminishes resistance to changendash Allows employees to contribute to the process of

changendash Builds a sense of trustndash Increases a personal sense

of controlndash Provides bottom-up initiativendash Motivates others to accept changendash Provides more responsibility

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

35

Delegation of Responsibility for Fatigue

bull Each employee feels responsible for fatigue and safety in a positive safety culture

bull Delegating responsibility holds all employees accountable

bull Employees will feel responsible and accountable for their fatigue and help co-workers

bull Well-defined responsibilities increases performance

bull A sense of ownership over safety initiatives

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

36

Encouraging Commitment to the Organization

bull Dedication to the organization and willing to work on its behalf

bull 3 factors that contribute to organizational commitmentndash Identity and loyalty to the organizationndash Amount of personal investment made to the organizationndash Personal feelings of obligation to the organization

bull Commitment can be at different levels in the organization

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37

Benefits of Organizational Commitment

bull Increased job satisfactionbull Increased performancebull Increased involvementbull Decreased job stressbull Decreased resistance to changebull Decreased turnover and absenteeism

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

38

Increasing Organizational Commitment

bull Support from you and supervisorsndash ldquoMy organization and supervisor are on my siderdquo

bull Rewards for goal achievement and other accomplishments

bull Participation in organizational decision makingbull Perceptions of belonging in

the organizationbull Training and commitment from the organization in

employee development

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

39

Lesson Quiz Lesson 31 What is empowerment

A Empowerment means letting your employees do whatever they wantB Giving employees sole responsibility C Sharing information and knowledge so employees can make decisionsD Decrease in managementrsquos responsibility

2 What is a factor that influences employeesrsquo perceptions of empowerment

A Self-efficacyB Personal controlC OptimismD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

40

Lesson Quiz Lesson 3 Continued3 Why is employee empowerment important

A Empowerment can diminish resistance to the FMP because it creates bottom-up involvement

B Empowerment decreases managementrsquos responsibility in the FMPC Empowerment tricks employees in believing they are in controlD Empowerment increases managementrsquos control in the development of the

FMP

4 Why is it important to delegate responsibility for fatigue managementA It reduces responsibility of managementB It increases managementrsquos controlC Decreases employeesrsquo sense of self-efficacyD Accountability increases

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

41

Lesson Quiz Lesson 3 Continued

5 What is a strategy to increase organizational commitmentA Encourage participation in FMP development

and decision-makingB Reduce empowermentC Develop and assign goals to employeesD All the above

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42

Lesson 4 Step-by-Step Guide to Corporate Culture Change

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43

Corporate Culture Changebull Culture change can be accomplished through the

following steps or techniques1 Top management ldquobuy inrdquo2 Building trust3 Conducting bench marking4 Management training5 Creating a steering committee6 Development of a safety vision7 Defining roles

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44

Corporate Culture Change8 Developing accountability9 Developing measures10 Developing policies for

recognition11 Awareness education and

kick-off12 Implementing the FMP13 Measuring performance14 Supporting the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

45

Top Management ldquoBuy Inrdquobull Employees often follow authority or top management and

look to them for guidance in times of changebull Champion the FMP through face-to-face interactionsbull Avoid lip service bull Attend and participate in all meetings

concerning the FMPbull Emphasize the benefits of the FMP and

beliefs in its successbull Provide positive feedback praise and recognition for all

employees involved in the FMPbull Be actively involved in the development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

46

Build Trust

bull Involve employees from all levels of the organization in the development of the FMP

bull Seek specific feedback about the FMPbull Actively listen to all concernsbull Provide opportunities for choice in the FMP

development process among employeesbull Consider CMV driver fatigue

management a value and not a prioritybull You should be expected to follow the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

47

Conduct Bench Marking

bull Observation of current fatigue management and fatigue-related characteristics will determine areas in need of improvement

bull Evaluate current best practices to identify proven fatigue management techniques

bull Identify best practices related to your organizationrsquos need for improvement

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

48

Management Training and Education

bull Critical for you to fully understand the concept behind the FMP before developing the FMP

bull Organizational culture change requires all employees to understand the basic principles behind change

bull Management needs training in the best practices related to the FMP in order to champion the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

49

Training Managers

bull Train managers tondash Provide supportive and corrective feedbackndash Become leaders in the FMP developmentndash Provide rewards praise andor recognition for

goal accomplishmentndash Effectively communicate about FMP-related topics

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

50

Steering Committee

bull Steering committee needs to be assembled to provide oversight and support

bull All levels of the organization included on the steering committee including a driver advisory council

bull The steering committee will serve two functionsndash Develop FMP contentndash Develop the process for implementing the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

51

Assembling the Steering Committee

bull What mission will the steering committee servebull What ground rules dictate how the steering committee

will operatebull What will be the suggested authority of the steering

committeebull What limitations are placed on the steering committeebull What are the priorities of the steering committeebull Which people are best suited to be on the steering

committee

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

52

Develop a Safety Vision

bull What is the purpose of the FMPbull How should the FMP affect the future of the

organizationbull What is the ideal outcome of the FMPbull What the current state of fatigue is

within the organizationbull What steps are needed for the organization

to reach the ideal fatigue-related outcome(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

53

Define Roles

bull When defining roles consider each committee memberrsquos strengths and why they have been selected to be on the steering committeendash Who has the most knowledge of current FMP best

practicesndash Who can elicit the most

comprehensive feedback from driversndash Who has knowledge of training and education

principles and proceduresndash Who has knowledge of program administration

and finances

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

54

Develop Accountabilitybull Strive towards self-directed responsibility and

accountability bull Recognize and acknowledge involvement in the FMPbull Hold employees accountable for things in their controlbull Develop SMART (Specific Motivational Achievable

Relevant Trackable) goalsbull Feedback on progression toward goal accomplishmentbull ldquoFact-findrdquo not ldquofault-findrdquobull Focus on process measures instead of

outcome measures (described in Lesson 5)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

55

Develop Measures

bull Develop measures that allow employees to be held accountable

bull Process measures and not outcome measuresbull Focus on specific behaviors that can be easily defined

tracked and are related to individual and group goalsndash For group goals group performance

measures should be developedndash For individual goals personal

performance measures should be developed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

56

Develop Policies for Recognition

bull Specific behaviorsbull Participation in FMP development implementation and

evaluationbull Policies for recognition and rewards should be well

defined and easily understoodbull Achievable but motivatingbull Develop policies for both group and individual

recognitionbull Group recognition should not be contingent on an

individualrsquos failure(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

57

Awareness Education and Kick-Off

bull All employees must be aware of and educated on the purpose policies and procedures involved in the FMP

bull Awareness and education help to reduce resistance to the FMP

bull Holding a kick-off meeting(s) helps show your support and ldquobuy-inrdquo for the FMP

bull Ensure all employees fully understand the reason behind the FMP and how it works

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

58

Implement the FMP

bull After the all previous steps have been completed the FMP should be implemented

bull Keep all lines of communication open to answer any questions related to the FMP

bull Show continued support by maintaining a high profile in all meetings relating to the FMP

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59

Measure Performance

bull Continued measurement is criticalbull Measurement helps gauge the impact of

the FMP and employee acceptancebull Use predefined measures developed by the

steering committeebull Use both quantitative and qualitative

measures

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60

Support the FMPbull Need to show continued support for

the FMPbull Formal and informal communication

to gather feedback regarding the FMPbull Follow through with pre-defined rules

for reward and recognitionbull Visibility and participation in all meetings related to the FMPbull Actively listen to all feedback and address issues with the

steering committee bull Post weeklymonthly charts tracking

progress of the FMP

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61

Lesson Quiz Lesson 41 How can management show FMP ldquobuy-inrdquo

A Actively participate in all meetings concerning the FMPB Avoid lip serviceC Provide positive feedback praise and recognition for all employees

involved in the FMPD All the above

2 Why is it important to conduct fatigue management bench marking

A To identify drivers that practice bad fatigue managementB To evaluate the current overall state of driver fatigueC To punish those employees that do not support fatigue managementD Build trust

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62

Lesson Quiz Lesson 4 Continued3 Who should make up the FMP steering committee

A Only managementB Only driversC Representatives from all levels of the organization affected by the

FMPD Both management and drivers

4 What is a strategy to develop accountabilityA Develop SMART goalsB Provide feedback on progression toward goals accomplishmentC ldquoFact-findrdquo not ldquofault-findrdquoD All the above

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63

Lesson Quiz Lesson 4 Continued

5 What kind of measures should be developedA Only individual performance measuresB Only group performance measuresC Both individual and group performance

measuresD Only outcome measures

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64

Lesson 5 Performance Measures to Gauge the Efficacy of the FMP

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65

You Canrsquot Manage What You Canrsquot Measure

bull What is the current level of performancebull To know if interventions are changing behavior you have

to measure and track what it is you want to changebull Measuring behaviors allows them

to be monitored and reviewedbull Operationally define behaviors so

they can be trackedbull Measurement can be focused on the specific behavior

(process measures) or the result of the behavior (outcome measures)

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66

Process Measures

bull Measures that focus on the occurrence of specific behaviors

bull Process measures have been found to increase the occurrence of safe behaviors in transportation

bull Process measures specific to the FMPndash Follow policies and proceduresndash Policies and procedures implemented correctlyndash Information on the FMP has been conveyed ndash Subjective perceptions and opinions of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

67

Following FMP Policies and Procedures

bull FMP policies and procedures have to be followed for the program to be successful

bull Amount of time exercising per week vs medical opinion of amount of exercise needed

bull Percentage of safety meetings attendedbull The amount of fatigue feedback givenreceived in

a given time bull Percentage of time a continuous positive

airway pressure machine (CPAP) is used (if necessary)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

68

FMP Policies and Procedures Implemented Correctly

bull There are a number of specific behaviors that influence if policies and procedures are implemented correctly

bull The number of concerns addressed in the development of FMP policies and procedures

bull The number of feedback provided by employees that indicated a resistance to FMP implementation

bull The number of employees who earn FMP recognition

bull GPS tracking of trucks for miles traveled idle time engine off time on-duty hours and driving hours

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

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72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

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80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

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83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 7: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

7

Introduction to Safety Culture

bull Exact definition is highly debated however most successful safety cultures contain these characteristicsndash Shared behavior pattern and beliefs related to safetyndash Safety is a valuendash Safety is a part of companyrsquos identity ndash Shared responsibility for safety ndash Commitment to helping others

perform safely

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

8

Safety Triad

Safety Cultur

eBehaviorPerson

Environment

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

9

Safety Culture

bull Safety culture and injuriescrashesbull Crashes usually the result of risky behaviorndash Driversrsquo behaviors are influenced by

environmental and personal factorsndash Positive safety cultures attempt to change factors

that occur before and after the occurrence of risky behavior

bull Positive safety culture is necessary prior to implementing an FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

10

Fatigue and Safety Culture

bull FMP designed to improve your organizationrsquos bottom line

bull Fatigue management is one aspect of overall safety culture

bull Integrate into your existing health and safety program

bull Safety culture topics reviewed can be applied to all safety-related behaviors to help enhance your existing safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

11

Fatigue Risk Management Systems

bull Safety culture specifically extended to fatigue

bull Process for measuring mitigating and managing fatigue risk

bull Identify sources of fatigue and ways to reduce fatigue

ID where FRMS apply

Collect and analyze data

ID fatigue risk

Assess safety risk

Set measures and countermeasures

Effectiveness evaluation

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

12

Components of Fatigue Risk Management Systems

bull Six core componentsndash Fatigue management policyndash Fatigue risk management proceduresndash Fatigue management training and educationndash Process for employees to report fatiguendash Process for investigating how fatigue contributes

to crashesndash Fatigue risk management evaluations

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13

Lesson Quiz Lesson 11 Complete the following sentence An organizationrsquos safety culture

can best be described asA Managementrsquos feelings regarding the importance of safetyB Shared behavior patterns and beliefs that are related to safetyC The number of injuries that occur in the organizationD A vision to keep employees safe

2 Which of the following is a factor that influences an organizationrsquos safety cultureA PersonB BehaviorC EnvironmentD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

14

Lesson Quiz Lesson 1 Continued3 Which of the following statements is true

A Crashes are usually not the result of risky behaviorB An organizationrsquos safety culture has little affect on their crashes and injuriesC Crashes are usually the result of risky behaviorD It is not important to have a positive safety culture before implementing the

FMP4 What is the correct order of steps when implementing a fatigue risk

management system (FRMS)E Identify where the FRMS applies collect and analyze data identify fatigue risk assess

safety risk set measures and countermeasures and effectiveness evaluationF Assess safety risk identify fatigue risk identify where the FRMS applies set measures

and countermeasures collect and analyze data and effectiveness evaluationG Identify fatigue risk identify where the FRMS applies collect and analyze data assess

safety risk set measures and countermeasures and effectiveness evaluationH Collect and analyze data identify where the FRMS applies assess safety risk identify

fatigue risk set measures and countermeasures and effectiveness evaluation

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

15

Lesson Quiz Lesson 1 Continued

5 What is a core component of a fatigue risk management systemA Fatigue management policyB Process for employees to report fatigueC Process for investigating how fatigue contributes

to crashesD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

16

Lesson 2 Corporate Responsibilities and Roles in FMP Implementation

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

17

Shared Responsibility for Fatigue Management

bull Fatigue management is a shared responsibilitybull Remember the Person-Environment-

Behavior Modelndash You create policies and proceduresndash Necessary knowledge skill ability motivation and

attitudendash Employees behave safely or risky

bull From top-down control to bottom-up involvementbull Interdependent teamwork rather than only

individualized responsibility

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

18

Managementrsquos Commitment to Fatigue Management

bull Employees typically obey authoritybull Fatigue management should be supported from the top but

driven by the bottombull Strategies to increase commitment

ndash Prioritization of safety over productionndash Maintaining a high profile for fatigue in meetingsndash Personal attendance of managers at fatigue meetingsndash Face-to-face meetings with employees featuring fatigue as a topicndash Job descriptions that include safetyfatigue contractsndash Fatigue management leadershipndash Emphasize continued FMP improvement and evaluation

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

19

Prioritization of Driver Fatigue Over Production

bull Increased job performance (eg productivity) may come at the expense of CMV driver fatiguendash Risky behaviors (eg driving while fatigued)

may be rewarded (or not be punished) to increase productivity

ndash May suggest productivity is more important than driver fatigue

bull Fatigue management should be measured and rewarded like productivity

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

20

Maintaining a High Profile for Safety and Fatigue in Meetings

bull Safety as a value and not a priorityndash Priorities change values do not change

and are not compromisedndash Fatigue management should be linked to

all prioritiesbull Including fatigue discussions in meetings reinforces the

belief that fatigue management is a valuendash Illustrates how safety and CMV driver fatigue relate to all

aspects in the organizationbull Reminds employees of your support for reducing fatigue

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

21

Personal Attendance of Managers at Fatigue Meetings

bull Your attendance in fatigue meetings demonstrates a commitment to fatigue managementndash Recognize and acknowledgendash Feedbackndash Prompt safe behaviorndash Model safe behaviorndash Receive feedback directly from employeesndash Observe risky environmental conditions ndash One-to-one communication

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

22

Face-to-Face Meetings with Employees that Feature Fatigue as a Topic

bull Show you value CMV driver fatigue managementbull Provide praise and recognition for safe behavior

and self-reports of fatiguebull Provide corrective fatigue-related feedback

privately bull Receive feedback from the employeebull Develop personal fatigue- related goals

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

23

Job Descriptions that Include SafetyFatigue Contracts

bull Show fatigue management is valuedbull Demonstrate how fatigue relates to the jobbull Provide personal accountability for fatigued driving

performancebull Review non-fatigued driving as an essential job

requirementbull Describe fatigue-related policies and procedures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

24

Fatigue Leadershipbull Leaders inspire people to act bull Fatigue leadership not only from managementbull All employees should be fatigue management

leadersbull Hold themselves and others accountablebull Educate not trainbull Listen firstbull Promote ownership of fatigue improvementbull Allow others to develop methods to reduce fatiguebull Show confidence that safe behavior can be performed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

25

Communication About Fatigue Issues

bull Open and ongoing non-punitive communication involving safety and fatigue

bull Keep formal and informal channels of fatigue communication open

bull Involve regular communication between management supervisors and the workforce

bull Involve drivers (if interested) in developing communication strategies

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

26

Lesson Quiz Lesson 21 What is a suggestion for showing managementrsquos commitment to fatigue

managementA Create top-down controlB Face-to-face meetings with employees featuring fatigue as a topicC Avoid acknowledging drivers for their efforts in fatigue managementD Only encourage individualized responsibility

2 Why is it important to maintain a high profile for fatigue in meetingsA Including fatigue discussions in meetings illustrates how fatigue management

relates to other aspects of the organizationB Management needs to show that they are in control of the fatigue

management programC Meetings are a way to show fatigue management is a priorityD Discussing fatigue in meetings influences top-down involvement

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

27

Lesson Quiz Lesson 2 Continued3 When should individual corrective fatigue management feedback be

givenA In a groupB In driver terminalsC PrivatelyD All the above

4 What statement below is accurate A Fatigue management leaders are not confident that drivers can follow fatigue

management proceduresB Fatigue management leaders train not educate drivers on fatigue

management behaviorsC All employees should be fatigue management leadersD Only management is responsible for fatigue management leadership

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

28

Lesson Quiz Lesson 2 Continued

5 Why is it important to have open and ongoing communication involvement fatigue managementA It ensures management is in control of the fatigue

management processB Communication will help to remind everyone of the

importance of fatigue managementC It provides an opportunity for management to criticize

driversD Reinforce the belief that fatigue management is the

responsibility of drivers

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

29

Lesson 3 Strategies for Engaging and Empowering Staff and Generating Commitment in the FMP

>

10501249

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

30

Empowerment

bull Sharing of authority and responsibility bull Increased perception of controlbull Sharing organizational information and

knowledge that gives employees power to make decisions that directly influence organizational performance and direction

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

31

Importance of Empowerment

bull Cost control organizational flexibility and product quality improvements

bull Increased job satisfaction motivation and organizational citizenship behavior

bull Decreased turnover and absenteeismbull Increased individual recognition

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

32

Increasing Perceptions of Empowerment

bull Three factors impact sense of empowerment

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

33

Increasing Empowerment

bull Strategies for increasing employee empowermentndash Provide a sense of trust that employees will do a good jobndash Provide supportive feedback concerning safe behaviorsndash Actively listen to employees before offering advice or

feedbackndash Allow employees to develop personal goalsndash Allow employees to develop their own strategies for

increasing safe behavior while reducing risky behavior

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

34

Empowerment and Resistance to Change

bull Empowerment diminishes resistance to changendash Allows employees to contribute to the process of

changendash Builds a sense of trustndash Increases a personal sense

of controlndash Provides bottom-up initiativendash Motivates others to accept changendash Provides more responsibility

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

35

Delegation of Responsibility for Fatigue

bull Each employee feels responsible for fatigue and safety in a positive safety culture

bull Delegating responsibility holds all employees accountable

bull Employees will feel responsible and accountable for their fatigue and help co-workers

bull Well-defined responsibilities increases performance

bull A sense of ownership over safety initiatives

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

36

Encouraging Commitment to the Organization

bull Dedication to the organization and willing to work on its behalf

bull 3 factors that contribute to organizational commitmentndash Identity and loyalty to the organizationndash Amount of personal investment made to the organizationndash Personal feelings of obligation to the organization

bull Commitment can be at different levels in the organization

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

37

Benefits of Organizational Commitment

bull Increased job satisfactionbull Increased performancebull Increased involvementbull Decreased job stressbull Decreased resistance to changebull Decreased turnover and absenteeism

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

38

Increasing Organizational Commitment

bull Support from you and supervisorsndash ldquoMy organization and supervisor are on my siderdquo

bull Rewards for goal achievement and other accomplishments

bull Participation in organizational decision makingbull Perceptions of belonging in

the organizationbull Training and commitment from the organization in

employee development

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

39

Lesson Quiz Lesson 31 What is empowerment

A Empowerment means letting your employees do whatever they wantB Giving employees sole responsibility C Sharing information and knowledge so employees can make decisionsD Decrease in managementrsquos responsibility

2 What is a factor that influences employeesrsquo perceptions of empowerment

A Self-efficacyB Personal controlC OptimismD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

40

Lesson Quiz Lesson 3 Continued3 Why is employee empowerment important

A Empowerment can diminish resistance to the FMP because it creates bottom-up involvement

B Empowerment decreases managementrsquos responsibility in the FMPC Empowerment tricks employees in believing they are in controlD Empowerment increases managementrsquos control in the development of the

FMP

4 Why is it important to delegate responsibility for fatigue managementA It reduces responsibility of managementB It increases managementrsquos controlC Decreases employeesrsquo sense of self-efficacyD Accountability increases

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

41

Lesson Quiz Lesson 3 Continued

5 What is a strategy to increase organizational commitmentA Encourage participation in FMP development

and decision-makingB Reduce empowermentC Develop and assign goals to employeesD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

42

Lesson 4 Step-by-Step Guide to Corporate Culture Change

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

43

Corporate Culture Changebull Culture change can be accomplished through the

following steps or techniques1 Top management ldquobuy inrdquo2 Building trust3 Conducting bench marking4 Management training5 Creating a steering committee6 Development of a safety vision7 Defining roles

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

44

Corporate Culture Change8 Developing accountability9 Developing measures10 Developing policies for

recognition11 Awareness education and

kick-off12 Implementing the FMP13 Measuring performance14 Supporting the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

45

Top Management ldquoBuy Inrdquobull Employees often follow authority or top management and

look to them for guidance in times of changebull Champion the FMP through face-to-face interactionsbull Avoid lip service bull Attend and participate in all meetings

concerning the FMPbull Emphasize the benefits of the FMP and

beliefs in its successbull Provide positive feedback praise and recognition for all

employees involved in the FMPbull Be actively involved in the development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

46

Build Trust

bull Involve employees from all levels of the organization in the development of the FMP

bull Seek specific feedback about the FMPbull Actively listen to all concernsbull Provide opportunities for choice in the FMP

development process among employeesbull Consider CMV driver fatigue

management a value and not a prioritybull You should be expected to follow the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

47

Conduct Bench Marking

bull Observation of current fatigue management and fatigue-related characteristics will determine areas in need of improvement

bull Evaluate current best practices to identify proven fatigue management techniques

bull Identify best practices related to your organizationrsquos need for improvement

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

48

Management Training and Education

bull Critical for you to fully understand the concept behind the FMP before developing the FMP

bull Organizational culture change requires all employees to understand the basic principles behind change

bull Management needs training in the best practices related to the FMP in order to champion the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

49

Training Managers

bull Train managers tondash Provide supportive and corrective feedbackndash Become leaders in the FMP developmentndash Provide rewards praise andor recognition for

goal accomplishmentndash Effectively communicate about FMP-related topics

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

50

Steering Committee

bull Steering committee needs to be assembled to provide oversight and support

bull All levels of the organization included on the steering committee including a driver advisory council

bull The steering committee will serve two functionsndash Develop FMP contentndash Develop the process for implementing the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

51

Assembling the Steering Committee

bull What mission will the steering committee servebull What ground rules dictate how the steering committee

will operatebull What will be the suggested authority of the steering

committeebull What limitations are placed on the steering committeebull What are the priorities of the steering committeebull Which people are best suited to be on the steering

committee

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

52

Develop a Safety Vision

bull What is the purpose of the FMPbull How should the FMP affect the future of the

organizationbull What is the ideal outcome of the FMPbull What the current state of fatigue is

within the organizationbull What steps are needed for the organization

to reach the ideal fatigue-related outcome(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

53

Define Roles

bull When defining roles consider each committee memberrsquos strengths and why they have been selected to be on the steering committeendash Who has the most knowledge of current FMP best

practicesndash Who can elicit the most

comprehensive feedback from driversndash Who has knowledge of training and education

principles and proceduresndash Who has knowledge of program administration

and finances

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

54

Develop Accountabilitybull Strive towards self-directed responsibility and

accountability bull Recognize and acknowledge involvement in the FMPbull Hold employees accountable for things in their controlbull Develop SMART (Specific Motivational Achievable

Relevant Trackable) goalsbull Feedback on progression toward goal accomplishmentbull ldquoFact-findrdquo not ldquofault-findrdquobull Focus on process measures instead of

outcome measures (described in Lesson 5)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

55

Develop Measures

bull Develop measures that allow employees to be held accountable

bull Process measures and not outcome measuresbull Focus on specific behaviors that can be easily defined

tracked and are related to individual and group goalsndash For group goals group performance

measures should be developedndash For individual goals personal

performance measures should be developed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

56

Develop Policies for Recognition

bull Specific behaviorsbull Participation in FMP development implementation and

evaluationbull Policies for recognition and rewards should be well

defined and easily understoodbull Achievable but motivatingbull Develop policies for both group and individual

recognitionbull Group recognition should not be contingent on an

individualrsquos failure(s)

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57

Awareness Education and Kick-Off

bull All employees must be aware of and educated on the purpose policies and procedures involved in the FMP

bull Awareness and education help to reduce resistance to the FMP

bull Holding a kick-off meeting(s) helps show your support and ldquobuy-inrdquo for the FMP

bull Ensure all employees fully understand the reason behind the FMP and how it works

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

58

Implement the FMP

bull After the all previous steps have been completed the FMP should be implemented

bull Keep all lines of communication open to answer any questions related to the FMP

bull Show continued support by maintaining a high profile in all meetings relating to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

59

Measure Performance

bull Continued measurement is criticalbull Measurement helps gauge the impact of

the FMP and employee acceptancebull Use predefined measures developed by the

steering committeebull Use both quantitative and qualitative

measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

60

Support the FMPbull Need to show continued support for

the FMPbull Formal and informal communication

to gather feedback regarding the FMPbull Follow through with pre-defined rules

for reward and recognitionbull Visibility and participation in all meetings related to the FMPbull Actively listen to all feedback and address issues with the

steering committee bull Post weeklymonthly charts tracking

progress of the FMP

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61

Lesson Quiz Lesson 41 How can management show FMP ldquobuy-inrdquo

A Actively participate in all meetings concerning the FMPB Avoid lip serviceC Provide positive feedback praise and recognition for all employees

involved in the FMPD All the above

2 Why is it important to conduct fatigue management bench marking

A To identify drivers that practice bad fatigue managementB To evaluate the current overall state of driver fatigueC To punish those employees that do not support fatigue managementD Build trust

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62

Lesson Quiz Lesson 4 Continued3 Who should make up the FMP steering committee

A Only managementB Only driversC Representatives from all levels of the organization affected by the

FMPD Both management and drivers

4 What is a strategy to develop accountabilityA Develop SMART goalsB Provide feedback on progression toward goals accomplishmentC ldquoFact-findrdquo not ldquofault-findrdquoD All the above

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63

Lesson Quiz Lesson 4 Continued

5 What kind of measures should be developedA Only individual performance measuresB Only group performance measuresC Both individual and group performance

measuresD Only outcome measures

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64

Lesson 5 Performance Measures to Gauge the Efficacy of the FMP

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65

You Canrsquot Manage What You Canrsquot Measure

bull What is the current level of performancebull To know if interventions are changing behavior you have

to measure and track what it is you want to changebull Measuring behaviors allows them

to be monitored and reviewedbull Operationally define behaviors so

they can be trackedbull Measurement can be focused on the specific behavior

(process measures) or the result of the behavior (outcome measures)

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66

Process Measures

bull Measures that focus on the occurrence of specific behaviors

bull Process measures have been found to increase the occurrence of safe behaviors in transportation

bull Process measures specific to the FMPndash Follow policies and proceduresndash Policies and procedures implemented correctlyndash Information on the FMP has been conveyed ndash Subjective perceptions and opinions of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

67

Following FMP Policies and Procedures

bull FMP policies and procedures have to be followed for the program to be successful

bull Amount of time exercising per week vs medical opinion of amount of exercise needed

bull Percentage of safety meetings attendedbull The amount of fatigue feedback givenreceived in

a given time bull Percentage of time a continuous positive

airway pressure machine (CPAP) is used (if necessary)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

68

FMP Policies and Procedures Implemented Correctly

bull There are a number of specific behaviors that influence if policies and procedures are implemented correctly

bull The number of concerns addressed in the development of FMP policies and procedures

bull The number of feedback provided by employees that indicated a resistance to FMP implementation

bull The number of employees who earn FMP recognition

bull GPS tracking of trucks for miles traveled idle time engine off time on-duty hours and driving hours

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

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72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

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80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

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88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 8: Module 2 Safety Culture and Management Practices

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8

Safety Triad

Safety Cultur

eBehaviorPerson

Environment

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

9

Safety Culture

bull Safety culture and injuriescrashesbull Crashes usually the result of risky behaviorndash Driversrsquo behaviors are influenced by

environmental and personal factorsndash Positive safety cultures attempt to change factors

that occur before and after the occurrence of risky behavior

bull Positive safety culture is necessary prior to implementing an FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

10

Fatigue and Safety Culture

bull FMP designed to improve your organizationrsquos bottom line

bull Fatigue management is one aspect of overall safety culture

bull Integrate into your existing health and safety program

bull Safety culture topics reviewed can be applied to all safety-related behaviors to help enhance your existing safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

11

Fatigue Risk Management Systems

bull Safety culture specifically extended to fatigue

bull Process for measuring mitigating and managing fatigue risk

bull Identify sources of fatigue and ways to reduce fatigue

ID where FRMS apply

Collect and analyze data

ID fatigue risk

Assess safety risk

Set measures and countermeasures

Effectiveness evaluation

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

12

Components of Fatigue Risk Management Systems

bull Six core componentsndash Fatigue management policyndash Fatigue risk management proceduresndash Fatigue management training and educationndash Process for employees to report fatiguendash Process for investigating how fatigue contributes

to crashesndash Fatigue risk management evaluations

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13

Lesson Quiz Lesson 11 Complete the following sentence An organizationrsquos safety culture

can best be described asA Managementrsquos feelings regarding the importance of safetyB Shared behavior patterns and beliefs that are related to safetyC The number of injuries that occur in the organizationD A vision to keep employees safe

2 Which of the following is a factor that influences an organizationrsquos safety cultureA PersonB BehaviorC EnvironmentD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

14

Lesson Quiz Lesson 1 Continued3 Which of the following statements is true

A Crashes are usually not the result of risky behaviorB An organizationrsquos safety culture has little affect on their crashes and injuriesC Crashes are usually the result of risky behaviorD It is not important to have a positive safety culture before implementing the

FMP4 What is the correct order of steps when implementing a fatigue risk

management system (FRMS)E Identify where the FRMS applies collect and analyze data identify fatigue risk assess

safety risk set measures and countermeasures and effectiveness evaluationF Assess safety risk identify fatigue risk identify where the FRMS applies set measures

and countermeasures collect and analyze data and effectiveness evaluationG Identify fatigue risk identify where the FRMS applies collect and analyze data assess

safety risk set measures and countermeasures and effectiveness evaluationH Collect and analyze data identify where the FRMS applies assess safety risk identify

fatigue risk set measures and countermeasures and effectiveness evaluation

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

15

Lesson Quiz Lesson 1 Continued

5 What is a core component of a fatigue risk management systemA Fatigue management policyB Process for employees to report fatigueC Process for investigating how fatigue contributes

to crashesD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

16

Lesson 2 Corporate Responsibilities and Roles in FMP Implementation

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17

Shared Responsibility for Fatigue Management

bull Fatigue management is a shared responsibilitybull Remember the Person-Environment-

Behavior Modelndash You create policies and proceduresndash Necessary knowledge skill ability motivation and

attitudendash Employees behave safely or risky

bull From top-down control to bottom-up involvementbull Interdependent teamwork rather than only

individualized responsibility

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

18

Managementrsquos Commitment to Fatigue Management

bull Employees typically obey authoritybull Fatigue management should be supported from the top but

driven by the bottombull Strategies to increase commitment

ndash Prioritization of safety over productionndash Maintaining a high profile for fatigue in meetingsndash Personal attendance of managers at fatigue meetingsndash Face-to-face meetings with employees featuring fatigue as a topicndash Job descriptions that include safetyfatigue contractsndash Fatigue management leadershipndash Emphasize continued FMP improvement and evaluation

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

19

Prioritization of Driver Fatigue Over Production

bull Increased job performance (eg productivity) may come at the expense of CMV driver fatiguendash Risky behaviors (eg driving while fatigued)

may be rewarded (or not be punished) to increase productivity

ndash May suggest productivity is more important than driver fatigue

bull Fatigue management should be measured and rewarded like productivity

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

20

Maintaining a High Profile for Safety and Fatigue in Meetings

bull Safety as a value and not a priorityndash Priorities change values do not change

and are not compromisedndash Fatigue management should be linked to

all prioritiesbull Including fatigue discussions in meetings reinforces the

belief that fatigue management is a valuendash Illustrates how safety and CMV driver fatigue relate to all

aspects in the organizationbull Reminds employees of your support for reducing fatigue

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

21

Personal Attendance of Managers at Fatigue Meetings

bull Your attendance in fatigue meetings demonstrates a commitment to fatigue managementndash Recognize and acknowledgendash Feedbackndash Prompt safe behaviorndash Model safe behaviorndash Receive feedback directly from employeesndash Observe risky environmental conditions ndash One-to-one communication

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

22

Face-to-Face Meetings with Employees that Feature Fatigue as a Topic

bull Show you value CMV driver fatigue managementbull Provide praise and recognition for safe behavior

and self-reports of fatiguebull Provide corrective fatigue-related feedback

privately bull Receive feedback from the employeebull Develop personal fatigue- related goals

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

23

Job Descriptions that Include SafetyFatigue Contracts

bull Show fatigue management is valuedbull Demonstrate how fatigue relates to the jobbull Provide personal accountability for fatigued driving

performancebull Review non-fatigued driving as an essential job

requirementbull Describe fatigue-related policies and procedures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

24

Fatigue Leadershipbull Leaders inspire people to act bull Fatigue leadership not only from managementbull All employees should be fatigue management

leadersbull Hold themselves and others accountablebull Educate not trainbull Listen firstbull Promote ownership of fatigue improvementbull Allow others to develop methods to reduce fatiguebull Show confidence that safe behavior can be performed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

25

Communication About Fatigue Issues

bull Open and ongoing non-punitive communication involving safety and fatigue

bull Keep formal and informal channels of fatigue communication open

bull Involve regular communication between management supervisors and the workforce

bull Involve drivers (if interested) in developing communication strategies

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

26

Lesson Quiz Lesson 21 What is a suggestion for showing managementrsquos commitment to fatigue

managementA Create top-down controlB Face-to-face meetings with employees featuring fatigue as a topicC Avoid acknowledging drivers for their efforts in fatigue managementD Only encourage individualized responsibility

2 Why is it important to maintain a high profile for fatigue in meetingsA Including fatigue discussions in meetings illustrates how fatigue management

relates to other aspects of the organizationB Management needs to show that they are in control of the fatigue

management programC Meetings are a way to show fatigue management is a priorityD Discussing fatigue in meetings influences top-down involvement

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

27

Lesson Quiz Lesson 2 Continued3 When should individual corrective fatigue management feedback be

givenA In a groupB In driver terminalsC PrivatelyD All the above

4 What statement below is accurate A Fatigue management leaders are not confident that drivers can follow fatigue

management proceduresB Fatigue management leaders train not educate drivers on fatigue

management behaviorsC All employees should be fatigue management leadersD Only management is responsible for fatigue management leadership

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

28

Lesson Quiz Lesson 2 Continued

5 Why is it important to have open and ongoing communication involvement fatigue managementA It ensures management is in control of the fatigue

management processB Communication will help to remind everyone of the

importance of fatigue managementC It provides an opportunity for management to criticize

driversD Reinforce the belief that fatigue management is the

responsibility of drivers

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

29

Lesson 3 Strategies for Engaging and Empowering Staff and Generating Commitment in the FMP

>

10501249

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

30

Empowerment

bull Sharing of authority and responsibility bull Increased perception of controlbull Sharing organizational information and

knowledge that gives employees power to make decisions that directly influence organizational performance and direction

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

31

Importance of Empowerment

bull Cost control organizational flexibility and product quality improvements

bull Increased job satisfaction motivation and organizational citizenship behavior

bull Decreased turnover and absenteeismbull Increased individual recognition

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

32

Increasing Perceptions of Empowerment

bull Three factors impact sense of empowerment

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

33

Increasing Empowerment

bull Strategies for increasing employee empowermentndash Provide a sense of trust that employees will do a good jobndash Provide supportive feedback concerning safe behaviorsndash Actively listen to employees before offering advice or

feedbackndash Allow employees to develop personal goalsndash Allow employees to develop their own strategies for

increasing safe behavior while reducing risky behavior

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

34

Empowerment and Resistance to Change

bull Empowerment diminishes resistance to changendash Allows employees to contribute to the process of

changendash Builds a sense of trustndash Increases a personal sense

of controlndash Provides bottom-up initiativendash Motivates others to accept changendash Provides more responsibility

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

35

Delegation of Responsibility for Fatigue

bull Each employee feels responsible for fatigue and safety in a positive safety culture

bull Delegating responsibility holds all employees accountable

bull Employees will feel responsible and accountable for their fatigue and help co-workers

bull Well-defined responsibilities increases performance

bull A sense of ownership over safety initiatives

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

36

Encouraging Commitment to the Organization

bull Dedication to the organization and willing to work on its behalf

bull 3 factors that contribute to organizational commitmentndash Identity and loyalty to the organizationndash Amount of personal investment made to the organizationndash Personal feelings of obligation to the organization

bull Commitment can be at different levels in the organization

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

37

Benefits of Organizational Commitment

bull Increased job satisfactionbull Increased performancebull Increased involvementbull Decreased job stressbull Decreased resistance to changebull Decreased turnover and absenteeism

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

38

Increasing Organizational Commitment

bull Support from you and supervisorsndash ldquoMy organization and supervisor are on my siderdquo

bull Rewards for goal achievement and other accomplishments

bull Participation in organizational decision makingbull Perceptions of belonging in

the organizationbull Training and commitment from the organization in

employee development

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

39

Lesson Quiz Lesson 31 What is empowerment

A Empowerment means letting your employees do whatever they wantB Giving employees sole responsibility C Sharing information and knowledge so employees can make decisionsD Decrease in managementrsquos responsibility

2 What is a factor that influences employeesrsquo perceptions of empowerment

A Self-efficacyB Personal controlC OptimismD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

40

Lesson Quiz Lesson 3 Continued3 Why is employee empowerment important

A Empowerment can diminish resistance to the FMP because it creates bottom-up involvement

B Empowerment decreases managementrsquos responsibility in the FMPC Empowerment tricks employees in believing they are in controlD Empowerment increases managementrsquos control in the development of the

FMP

4 Why is it important to delegate responsibility for fatigue managementA It reduces responsibility of managementB It increases managementrsquos controlC Decreases employeesrsquo sense of self-efficacyD Accountability increases

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

41

Lesson Quiz Lesson 3 Continued

5 What is a strategy to increase organizational commitmentA Encourage participation in FMP development

and decision-makingB Reduce empowermentC Develop and assign goals to employeesD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

42

Lesson 4 Step-by-Step Guide to Corporate Culture Change

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

43

Corporate Culture Changebull Culture change can be accomplished through the

following steps or techniques1 Top management ldquobuy inrdquo2 Building trust3 Conducting bench marking4 Management training5 Creating a steering committee6 Development of a safety vision7 Defining roles

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

44

Corporate Culture Change8 Developing accountability9 Developing measures10 Developing policies for

recognition11 Awareness education and

kick-off12 Implementing the FMP13 Measuring performance14 Supporting the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

45

Top Management ldquoBuy Inrdquobull Employees often follow authority or top management and

look to them for guidance in times of changebull Champion the FMP through face-to-face interactionsbull Avoid lip service bull Attend and participate in all meetings

concerning the FMPbull Emphasize the benefits of the FMP and

beliefs in its successbull Provide positive feedback praise and recognition for all

employees involved in the FMPbull Be actively involved in the development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

46

Build Trust

bull Involve employees from all levels of the organization in the development of the FMP

bull Seek specific feedback about the FMPbull Actively listen to all concernsbull Provide opportunities for choice in the FMP

development process among employeesbull Consider CMV driver fatigue

management a value and not a prioritybull You should be expected to follow the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

47

Conduct Bench Marking

bull Observation of current fatigue management and fatigue-related characteristics will determine areas in need of improvement

bull Evaluate current best practices to identify proven fatigue management techniques

bull Identify best practices related to your organizationrsquos need for improvement

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

48

Management Training and Education

bull Critical for you to fully understand the concept behind the FMP before developing the FMP

bull Organizational culture change requires all employees to understand the basic principles behind change

bull Management needs training in the best practices related to the FMP in order to champion the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

49

Training Managers

bull Train managers tondash Provide supportive and corrective feedbackndash Become leaders in the FMP developmentndash Provide rewards praise andor recognition for

goal accomplishmentndash Effectively communicate about FMP-related topics

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

50

Steering Committee

bull Steering committee needs to be assembled to provide oversight and support

bull All levels of the organization included on the steering committee including a driver advisory council

bull The steering committee will serve two functionsndash Develop FMP contentndash Develop the process for implementing the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

51

Assembling the Steering Committee

bull What mission will the steering committee servebull What ground rules dictate how the steering committee

will operatebull What will be the suggested authority of the steering

committeebull What limitations are placed on the steering committeebull What are the priorities of the steering committeebull Which people are best suited to be on the steering

committee

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

52

Develop a Safety Vision

bull What is the purpose of the FMPbull How should the FMP affect the future of the

organizationbull What is the ideal outcome of the FMPbull What the current state of fatigue is

within the organizationbull What steps are needed for the organization

to reach the ideal fatigue-related outcome(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

53

Define Roles

bull When defining roles consider each committee memberrsquos strengths and why they have been selected to be on the steering committeendash Who has the most knowledge of current FMP best

practicesndash Who can elicit the most

comprehensive feedback from driversndash Who has knowledge of training and education

principles and proceduresndash Who has knowledge of program administration

and finances

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

54

Develop Accountabilitybull Strive towards self-directed responsibility and

accountability bull Recognize and acknowledge involvement in the FMPbull Hold employees accountable for things in their controlbull Develop SMART (Specific Motivational Achievable

Relevant Trackable) goalsbull Feedback on progression toward goal accomplishmentbull ldquoFact-findrdquo not ldquofault-findrdquobull Focus on process measures instead of

outcome measures (described in Lesson 5)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

55

Develop Measures

bull Develop measures that allow employees to be held accountable

bull Process measures and not outcome measuresbull Focus on specific behaviors that can be easily defined

tracked and are related to individual and group goalsndash For group goals group performance

measures should be developedndash For individual goals personal

performance measures should be developed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

56

Develop Policies for Recognition

bull Specific behaviorsbull Participation in FMP development implementation and

evaluationbull Policies for recognition and rewards should be well

defined and easily understoodbull Achievable but motivatingbull Develop policies for both group and individual

recognitionbull Group recognition should not be contingent on an

individualrsquos failure(s)

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57

Awareness Education and Kick-Off

bull All employees must be aware of and educated on the purpose policies and procedures involved in the FMP

bull Awareness and education help to reduce resistance to the FMP

bull Holding a kick-off meeting(s) helps show your support and ldquobuy-inrdquo for the FMP

bull Ensure all employees fully understand the reason behind the FMP and how it works

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

58

Implement the FMP

bull After the all previous steps have been completed the FMP should be implemented

bull Keep all lines of communication open to answer any questions related to the FMP

bull Show continued support by maintaining a high profile in all meetings relating to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

59

Measure Performance

bull Continued measurement is criticalbull Measurement helps gauge the impact of

the FMP and employee acceptancebull Use predefined measures developed by the

steering committeebull Use both quantitative and qualitative

measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

60

Support the FMPbull Need to show continued support for

the FMPbull Formal and informal communication

to gather feedback regarding the FMPbull Follow through with pre-defined rules

for reward and recognitionbull Visibility and participation in all meetings related to the FMPbull Actively listen to all feedback and address issues with the

steering committee bull Post weeklymonthly charts tracking

progress of the FMP

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61

Lesson Quiz Lesson 41 How can management show FMP ldquobuy-inrdquo

A Actively participate in all meetings concerning the FMPB Avoid lip serviceC Provide positive feedback praise and recognition for all employees

involved in the FMPD All the above

2 Why is it important to conduct fatigue management bench marking

A To identify drivers that practice bad fatigue managementB To evaluate the current overall state of driver fatigueC To punish those employees that do not support fatigue managementD Build trust

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62

Lesson Quiz Lesson 4 Continued3 Who should make up the FMP steering committee

A Only managementB Only driversC Representatives from all levels of the organization affected by the

FMPD Both management and drivers

4 What is a strategy to develop accountabilityA Develop SMART goalsB Provide feedback on progression toward goals accomplishmentC ldquoFact-findrdquo not ldquofault-findrdquoD All the above

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63

Lesson Quiz Lesson 4 Continued

5 What kind of measures should be developedA Only individual performance measuresB Only group performance measuresC Both individual and group performance

measuresD Only outcome measures

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64

Lesson 5 Performance Measures to Gauge the Efficacy of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

65

You Canrsquot Manage What You Canrsquot Measure

bull What is the current level of performancebull To know if interventions are changing behavior you have

to measure and track what it is you want to changebull Measuring behaviors allows them

to be monitored and reviewedbull Operationally define behaviors so

they can be trackedbull Measurement can be focused on the specific behavior

(process measures) or the result of the behavior (outcome measures)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

66

Process Measures

bull Measures that focus on the occurrence of specific behaviors

bull Process measures have been found to increase the occurrence of safe behaviors in transportation

bull Process measures specific to the FMPndash Follow policies and proceduresndash Policies and procedures implemented correctlyndash Information on the FMP has been conveyed ndash Subjective perceptions and opinions of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

67

Following FMP Policies and Procedures

bull FMP policies and procedures have to be followed for the program to be successful

bull Amount of time exercising per week vs medical opinion of amount of exercise needed

bull Percentage of safety meetings attendedbull The amount of fatigue feedback givenreceived in

a given time bull Percentage of time a continuous positive

airway pressure machine (CPAP) is used (if necessary)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

68

FMP Policies and Procedures Implemented Correctly

bull There are a number of specific behaviors that influence if policies and procedures are implemented correctly

bull The number of concerns addressed in the development of FMP policies and procedures

bull The number of feedback provided by employees that indicated a resistance to FMP implementation

bull The number of employees who earn FMP recognition

bull GPS tracking of trucks for miles traveled idle time engine off time on-duty hours and driving hours

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

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83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 9: Module 2 Safety Culture and Management Practices

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9

Safety Culture

bull Safety culture and injuriescrashesbull Crashes usually the result of risky behaviorndash Driversrsquo behaviors are influenced by

environmental and personal factorsndash Positive safety cultures attempt to change factors

that occur before and after the occurrence of risky behavior

bull Positive safety culture is necessary prior to implementing an FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

10

Fatigue and Safety Culture

bull FMP designed to improve your organizationrsquos bottom line

bull Fatigue management is one aspect of overall safety culture

bull Integrate into your existing health and safety program

bull Safety culture topics reviewed can be applied to all safety-related behaviors to help enhance your existing safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

11

Fatigue Risk Management Systems

bull Safety culture specifically extended to fatigue

bull Process for measuring mitigating and managing fatigue risk

bull Identify sources of fatigue and ways to reduce fatigue

ID where FRMS apply

Collect and analyze data

ID fatigue risk

Assess safety risk

Set measures and countermeasures

Effectiveness evaluation

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

12

Components of Fatigue Risk Management Systems

bull Six core componentsndash Fatigue management policyndash Fatigue risk management proceduresndash Fatigue management training and educationndash Process for employees to report fatiguendash Process for investigating how fatigue contributes

to crashesndash Fatigue risk management evaluations

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

13

Lesson Quiz Lesson 11 Complete the following sentence An organizationrsquos safety culture

can best be described asA Managementrsquos feelings regarding the importance of safetyB Shared behavior patterns and beliefs that are related to safetyC The number of injuries that occur in the organizationD A vision to keep employees safe

2 Which of the following is a factor that influences an organizationrsquos safety cultureA PersonB BehaviorC EnvironmentD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

14

Lesson Quiz Lesson 1 Continued3 Which of the following statements is true

A Crashes are usually not the result of risky behaviorB An organizationrsquos safety culture has little affect on their crashes and injuriesC Crashes are usually the result of risky behaviorD It is not important to have a positive safety culture before implementing the

FMP4 What is the correct order of steps when implementing a fatigue risk

management system (FRMS)E Identify where the FRMS applies collect and analyze data identify fatigue risk assess

safety risk set measures and countermeasures and effectiveness evaluationF Assess safety risk identify fatigue risk identify where the FRMS applies set measures

and countermeasures collect and analyze data and effectiveness evaluationG Identify fatigue risk identify where the FRMS applies collect and analyze data assess

safety risk set measures and countermeasures and effectiveness evaluationH Collect and analyze data identify where the FRMS applies assess safety risk identify

fatigue risk set measures and countermeasures and effectiveness evaluation

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

15

Lesson Quiz Lesson 1 Continued

5 What is a core component of a fatigue risk management systemA Fatigue management policyB Process for employees to report fatigueC Process for investigating how fatigue contributes

to crashesD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

16

Lesson 2 Corporate Responsibilities and Roles in FMP Implementation

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

17

Shared Responsibility for Fatigue Management

bull Fatigue management is a shared responsibilitybull Remember the Person-Environment-

Behavior Modelndash You create policies and proceduresndash Necessary knowledge skill ability motivation and

attitudendash Employees behave safely or risky

bull From top-down control to bottom-up involvementbull Interdependent teamwork rather than only

individualized responsibility

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

18

Managementrsquos Commitment to Fatigue Management

bull Employees typically obey authoritybull Fatigue management should be supported from the top but

driven by the bottombull Strategies to increase commitment

ndash Prioritization of safety over productionndash Maintaining a high profile for fatigue in meetingsndash Personal attendance of managers at fatigue meetingsndash Face-to-face meetings with employees featuring fatigue as a topicndash Job descriptions that include safetyfatigue contractsndash Fatigue management leadershipndash Emphasize continued FMP improvement and evaluation

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

19

Prioritization of Driver Fatigue Over Production

bull Increased job performance (eg productivity) may come at the expense of CMV driver fatiguendash Risky behaviors (eg driving while fatigued)

may be rewarded (or not be punished) to increase productivity

ndash May suggest productivity is more important than driver fatigue

bull Fatigue management should be measured and rewarded like productivity

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

20

Maintaining a High Profile for Safety and Fatigue in Meetings

bull Safety as a value and not a priorityndash Priorities change values do not change

and are not compromisedndash Fatigue management should be linked to

all prioritiesbull Including fatigue discussions in meetings reinforces the

belief that fatigue management is a valuendash Illustrates how safety and CMV driver fatigue relate to all

aspects in the organizationbull Reminds employees of your support for reducing fatigue

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

21

Personal Attendance of Managers at Fatigue Meetings

bull Your attendance in fatigue meetings demonstrates a commitment to fatigue managementndash Recognize and acknowledgendash Feedbackndash Prompt safe behaviorndash Model safe behaviorndash Receive feedback directly from employeesndash Observe risky environmental conditions ndash One-to-one communication

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

22

Face-to-Face Meetings with Employees that Feature Fatigue as a Topic

bull Show you value CMV driver fatigue managementbull Provide praise and recognition for safe behavior

and self-reports of fatiguebull Provide corrective fatigue-related feedback

privately bull Receive feedback from the employeebull Develop personal fatigue- related goals

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

23

Job Descriptions that Include SafetyFatigue Contracts

bull Show fatigue management is valuedbull Demonstrate how fatigue relates to the jobbull Provide personal accountability for fatigued driving

performancebull Review non-fatigued driving as an essential job

requirementbull Describe fatigue-related policies and procedures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

24

Fatigue Leadershipbull Leaders inspire people to act bull Fatigue leadership not only from managementbull All employees should be fatigue management

leadersbull Hold themselves and others accountablebull Educate not trainbull Listen firstbull Promote ownership of fatigue improvementbull Allow others to develop methods to reduce fatiguebull Show confidence that safe behavior can be performed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

25

Communication About Fatigue Issues

bull Open and ongoing non-punitive communication involving safety and fatigue

bull Keep formal and informal channels of fatigue communication open

bull Involve regular communication between management supervisors and the workforce

bull Involve drivers (if interested) in developing communication strategies

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

26

Lesson Quiz Lesson 21 What is a suggestion for showing managementrsquos commitment to fatigue

managementA Create top-down controlB Face-to-face meetings with employees featuring fatigue as a topicC Avoid acknowledging drivers for their efforts in fatigue managementD Only encourage individualized responsibility

2 Why is it important to maintain a high profile for fatigue in meetingsA Including fatigue discussions in meetings illustrates how fatigue management

relates to other aspects of the organizationB Management needs to show that they are in control of the fatigue

management programC Meetings are a way to show fatigue management is a priorityD Discussing fatigue in meetings influences top-down involvement

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

27

Lesson Quiz Lesson 2 Continued3 When should individual corrective fatigue management feedback be

givenA In a groupB In driver terminalsC PrivatelyD All the above

4 What statement below is accurate A Fatigue management leaders are not confident that drivers can follow fatigue

management proceduresB Fatigue management leaders train not educate drivers on fatigue

management behaviorsC All employees should be fatigue management leadersD Only management is responsible for fatigue management leadership

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

28

Lesson Quiz Lesson 2 Continued

5 Why is it important to have open and ongoing communication involvement fatigue managementA It ensures management is in control of the fatigue

management processB Communication will help to remind everyone of the

importance of fatigue managementC It provides an opportunity for management to criticize

driversD Reinforce the belief that fatigue management is the

responsibility of drivers

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

29

Lesson 3 Strategies for Engaging and Empowering Staff and Generating Commitment in the FMP

>

10501249

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

30

Empowerment

bull Sharing of authority and responsibility bull Increased perception of controlbull Sharing organizational information and

knowledge that gives employees power to make decisions that directly influence organizational performance and direction

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

31

Importance of Empowerment

bull Cost control organizational flexibility and product quality improvements

bull Increased job satisfaction motivation and organizational citizenship behavior

bull Decreased turnover and absenteeismbull Increased individual recognition

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

32

Increasing Perceptions of Empowerment

bull Three factors impact sense of empowerment

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

33

Increasing Empowerment

bull Strategies for increasing employee empowermentndash Provide a sense of trust that employees will do a good jobndash Provide supportive feedback concerning safe behaviorsndash Actively listen to employees before offering advice or

feedbackndash Allow employees to develop personal goalsndash Allow employees to develop their own strategies for

increasing safe behavior while reducing risky behavior

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

34

Empowerment and Resistance to Change

bull Empowerment diminishes resistance to changendash Allows employees to contribute to the process of

changendash Builds a sense of trustndash Increases a personal sense

of controlndash Provides bottom-up initiativendash Motivates others to accept changendash Provides more responsibility

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

35

Delegation of Responsibility for Fatigue

bull Each employee feels responsible for fatigue and safety in a positive safety culture

bull Delegating responsibility holds all employees accountable

bull Employees will feel responsible and accountable for their fatigue and help co-workers

bull Well-defined responsibilities increases performance

bull A sense of ownership over safety initiatives

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

36

Encouraging Commitment to the Organization

bull Dedication to the organization and willing to work on its behalf

bull 3 factors that contribute to organizational commitmentndash Identity and loyalty to the organizationndash Amount of personal investment made to the organizationndash Personal feelings of obligation to the organization

bull Commitment can be at different levels in the organization

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

37

Benefits of Organizational Commitment

bull Increased job satisfactionbull Increased performancebull Increased involvementbull Decreased job stressbull Decreased resistance to changebull Decreased turnover and absenteeism

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

38

Increasing Organizational Commitment

bull Support from you and supervisorsndash ldquoMy organization and supervisor are on my siderdquo

bull Rewards for goal achievement and other accomplishments

bull Participation in organizational decision makingbull Perceptions of belonging in

the organizationbull Training and commitment from the organization in

employee development

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

39

Lesson Quiz Lesson 31 What is empowerment

A Empowerment means letting your employees do whatever they wantB Giving employees sole responsibility C Sharing information and knowledge so employees can make decisionsD Decrease in managementrsquos responsibility

2 What is a factor that influences employeesrsquo perceptions of empowerment

A Self-efficacyB Personal controlC OptimismD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

40

Lesson Quiz Lesson 3 Continued3 Why is employee empowerment important

A Empowerment can diminish resistance to the FMP because it creates bottom-up involvement

B Empowerment decreases managementrsquos responsibility in the FMPC Empowerment tricks employees in believing they are in controlD Empowerment increases managementrsquos control in the development of the

FMP

4 Why is it important to delegate responsibility for fatigue managementA It reduces responsibility of managementB It increases managementrsquos controlC Decreases employeesrsquo sense of self-efficacyD Accountability increases

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

41

Lesson Quiz Lesson 3 Continued

5 What is a strategy to increase organizational commitmentA Encourage participation in FMP development

and decision-makingB Reduce empowermentC Develop and assign goals to employeesD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

42

Lesson 4 Step-by-Step Guide to Corporate Culture Change

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

43

Corporate Culture Changebull Culture change can be accomplished through the

following steps or techniques1 Top management ldquobuy inrdquo2 Building trust3 Conducting bench marking4 Management training5 Creating a steering committee6 Development of a safety vision7 Defining roles

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

44

Corporate Culture Change8 Developing accountability9 Developing measures10 Developing policies for

recognition11 Awareness education and

kick-off12 Implementing the FMP13 Measuring performance14 Supporting the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

45

Top Management ldquoBuy Inrdquobull Employees often follow authority or top management and

look to them for guidance in times of changebull Champion the FMP through face-to-face interactionsbull Avoid lip service bull Attend and participate in all meetings

concerning the FMPbull Emphasize the benefits of the FMP and

beliefs in its successbull Provide positive feedback praise and recognition for all

employees involved in the FMPbull Be actively involved in the development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

46

Build Trust

bull Involve employees from all levels of the organization in the development of the FMP

bull Seek specific feedback about the FMPbull Actively listen to all concernsbull Provide opportunities for choice in the FMP

development process among employeesbull Consider CMV driver fatigue

management a value and not a prioritybull You should be expected to follow the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

47

Conduct Bench Marking

bull Observation of current fatigue management and fatigue-related characteristics will determine areas in need of improvement

bull Evaluate current best practices to identify proven fatigue management techniques

bull Identify best practices related to your organizationrsquos need for improvement

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

48

Management Training and Education

bull Critical for you to fully understand the concept behind the FMP before developing the FMP

bull Organizational culture change requires all employees to understand the basic principles behind change

bull Management needs training in the best practices related to the FMP in order to champion the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

49

Training Managers

bull Train managers tondash Provide supportive and corrective feedbackndash Become leaders in the FMP developmentndash Provide rewards praise andor recognition for

goal accomplishmentndash Effectively communicate about FMP-related topics

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

50

Steering Committee

bull Steering committee needs to be assembled to provide oversight and support

bull All levels of the organization included on the steering committee including a driver advisory council

bull The steering committee will serve two functionsndash Develop FMP contentndash Develop the process for implementing the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

51

Assembling the Steering Committee

bull What mission will the steering committee servebull What ground rules dictate how the steering committee

will operatebull What will be the suggested authority of the steering

committeebull What limitations are placed on the steering committeebull What are the priorities of the steering committeebull Which people are best suited to be on the steering

committee

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

52

Develop a Safety Vision

bull What is the purpose of the FMPbull How should the FMP affect the future of the

organizationbull What is the ideal outcome of the FMPbull What the current state of fatigue is

within the organizationbull What steps are needed for the organization

to reach the ideal fatigue-related outcome(s)

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53

Define Roles

bull When defining roles consider each committee memberrsquos strengths and why they have been selected to be on the steering committeendash Who has the most knowledge of current FMP best

practicesndash Who can elicit the most

comprehensive feedback from driversndash Who has knowledge of training and education

principles and proceduresndash Who has knowledge of program administration

and finances

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

54

Develop Accountabilitybull Strive towards self-directed responsibility and

accountability bull Recognize and acknowledge involvement in the FMPbull Hold employees accountable for things in their controlbull Develop SMART (Specific Motivational Achievable

Relevant Trackable) goalsbull Feedback on progression toward goal accomplishmentbull ldquoFact-findrdquo not ldquofault-findrdquobull Focus on process measures instead of

outcome measures (described in Lesson 5)

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55

Develop Measures

bull Develop measures that allow employees to be held accountable

bull Process measures and not outcome measuresbull Focus on specific behaviors that can be easily defined

tracked and are related to individual and group goalsndash For group goals group performance

measures should be developedndash For individual goals personal

performance measures should be developed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

56

Develop Policies for Recognition

bull Specific behaviorsbull Participation in FMP development implementation and

evaluationbull Policies for recognition and rewards should be well

defined and easily understoodbull Achievable but motivatingbull Develop policies for both group and individual

recognitionbull Group recognition should not be contingent on an

individualrsquos failure(s)

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57

Awareness Education and Kick-Off

bull All employees must be aware of and educated on the purpose policies and procedures involved in the FMP

bull Awareness and education help to reduce resistance to the FMP

bull Holding a kick-off meeting(s) helps show your support and ldquobuy-inrdquo for the FMP

bull Ensure all employees fully understand the reason behind the FMP and how it works

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

58

Implement the FMP

bull After the all previous steps have been completed the FMP should be implemented

bull Keep all lines of communication open to answer any questions related to the FMP

bull Show continued support by maintaining a high profile in all meetings relating to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

59

Measure Performance

bull Continued measurement is criticalbull Measurement helps gauge the impact of

the FMP and employee acceptancebull Use predefined measures developed by the

steering committeebull Use both quantitative and qualitative

measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

60

Support the FMPbull Need to show continued support for

the FMPbull Formal and informal communication

to gather feedback regarding the FMPbull Follow through with pre-defined rules

for reward and recognitionbull Visibility and participation in all meetings related to the FMPbull Actively listen to all feedback and address issues with the

steering committee bull Post weeklymonthly charts tracking

progress of the FMP

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61

Lesson Quiz Lesson 41 How can management show FMP ldquobuy-inrdquo

A Actively participate in all meetings concerning the FMPB Avoid lip serviceC Provide positive feedback praise and recognition for all employees

involved in the FMPD All the above

2 Why is it important to conduct fatigue management bench marking

A To identify drivers that practice bad fatigue managementB To evaluate the current overall state of driver fatigueC To punish those employees that do not support fatigue managementD Build trust

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62

Lesson Quiz Lesson 4 Continued3 Who should make up the FMP steering committee

A Only managementB Only driversC Representatives from all levels of the organization affected by the

FMPD Both management and drivers

4 What is a strategy to develop accountabilityA Develop SMART goalsB Provide feedback on progression toward goals accomplishmentC ldquoFact-findrdquo not ldquofault-findrdquoD All the above

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63

Lesson Quiz Lesson 4 Continued

5 What kind of measures should be developedA Only individual performance measuresB Only group performance measuresC Both individual and group performance

measuresD Only outcome measures

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64

Lesson 5 Performance Measures to Gauge the Efficacy of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

65

You Canrsquot Manage What You Canrsquot Measure

bull What is the current level of performancebull To know if interventions are changing behavior you have

to measure and track what it is you want to changebull Measuring behaviors allows them

to be monitored and reviewedbull Operationally define behaviors so

they can be trackedbull Measurement can be focused on the specific behavior

(process measures) or the result of the behavior (outcome measures)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

66

Process Measures

bull Measures that focus on the occurrence of specific behaviors

bull Process measures have been found to increase the occurrence of safe behaviors in transportation

bull Process measures specific to the FMPndash Follow policies and proceduresndash Policies and procedures implemented correctlyndash Information on the FMP has been conveyed ndash Subjective perceptions and opinions of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

67

Following FMP Policies and Procedures

bull FMP policies and procedures have to be followed for the program to be successful

bull Amount of time exercising per week vs medical opinion of amount of exercise needed

bull Percentage of safety meetings attendedbull The amount of fatigue feedback givenreceived in

a given time bull Percentage of time a continuous positive

airway pressure machine (CPAP) is used (if necessary)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

68

FMP Policies and Procedures Implemented Correctly

bull There are a number of specific behaviors that influence if policies and procedures are implemented correctly

bull The number of concerns addressed in the development of FMP policies and procedures

bull The number of feedback provided by employees that indicated a resistance to FMP implementation

bull The number of employees who earn FMP recognition

bull GPS tracking of trucks for miles traveled idle time engine off time on-duty hours and driving hours

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

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72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

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80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

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86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 10: Module 2 Safety Culture and Management Practices

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10

Fatigue and Safety Culture

bull FMP designed to improve your organizationrsquos bottom line

bull Fatigue management is one aspect of overall safety culture

bull Integrate into your existing health and safety program

bull Safety culture topics reviewed can be applied to all safety-related behaviors to help enhance your existing safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

11

Fatigue Risk Management Systems

bull Safety culture specifically extended to fatigue

bull Process for measuring mitigating and managing fatigue risk

bull Identify sources of fatigue and ways to reduce fatigue

ID where FRMS apply

Collect and analyze data

ID fatigue risk

Assess safety risk

Set measures and countermeasures

Effectiveness evaluation

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

12

Components of Fatigue Risk Management Systems

bull Six core componentsndash Fatigue management policyndash Fatigue risk management proceduresndash Fatigue management training and educationndash Process for employees to report fatiguendash Process for investigating how fatigue contributes

to crashesndash Fatigue risk management evaluations

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

13

Lesson Quiz Lesson 11 Complete the following sentence An organizationrsquos safety culture

can best be described asA Managementrsquos feelings regarding the importance of safetyB Shared behavior patterns and beliefs that are related to safetyC The number of injuries that occur in the organizationD A vision to keep employees safe

2 Which of the following is a factor that influences an organizationrsquos safety cultureA PersonB BehaviorC EnvironmentD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

14

Lesson Quiz Lesson 1 Continued3 Which of the following statements is true

A Crashes are usually not the result of risky behaviorB An organizationrsquos safety culture has little affect on their crashes and injuriesC Crashes are usually the result of risky behaviorD It is not important to have a positive safety culture before implementing the

FMP4 What is the correct order of steps when implementing a fatigue risk

management system (FRMS)E Identify where the FRMS applies collect and analyze data identify fatigue risk assess

safety risk set measures and countermeasures and effectiveness evaluationF Assess safety risk identify fatigue risk identify where the FRMS applies set measures

and countermeasures collect and analyze data and effectiveness evaluationG Identify fatigue risk identify where the FRMS applies collect and analyze data assess

safety risk set measures and countermeasures and effectiveness evaluationH Collect and analyze data identify where the FRMS applies assess safety risk identify

fatigue risk set measures and countermeasures and effectiveness evaluation

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

15

Lesson Quiz Lesson 1 Continued

5 What is a core component of a fatigue risk management systemA Fatigue management policyB Process for employees to report fatigueC Process for investigating how fatigue contributes

to crashesD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

16

Lesson 2 Corporate Responsibilities and Roles in FMP Implementation

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

17

Shared Responsibility for Fatigue Management

bull Fatigue management is a shared responsibilitybull Remember the Person-Environment-

Behavior Modelndash You create policies and proceduresndash Necessary knowledge skill ability motivation and

attitudendash Employees behave safely or risky

bull From top-down control to bottom-up involvementbull Interdependent teamwork rather than only

individualized responsibility

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

18

Managementrsquos Commitment to Fatigue Management

bull Employees typically obey authoritybull Fatigue management should be supported from the top but

driven by the bottombull Strategies to increase commitment

ndash Prioritization of safety over productionndash Maintaining a high profile for fatigue in meetingsndash Personal attendance of managers at fatigue meetingsndash Face-to-face meetings with employees featuring fatigue as a topicndash Job descriptions that include safetyfatigue contractsndash Fatigue management leadershipndash Emphasize continued FMP improvement and evaluation

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

19

Prioritization of Driver Fatigue Over Production

bull Increased job performance (eg productivity) may come at the expense of CMV driver fatiguendash Risky behaviors (eg driving while fatigued)

may be rewarded (or not be punished) to increase productivity

ndash May suggest productivity is more important than driver fatigue

bull Fatigue management should be measured and rewarded like productivity

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

20

Maintaining a High Profile for Safety and Fatigue in Meetings

bull Safety as a value and not a priorityndash Priorities change values do not change

and are not compromisedndash Fatigue management should be linked to

all prioritiesbull Including fatigue discussions in meetings reinforces the

belief that fatigue management is a valuendash Illustrates how safety and CMV driver fatigue relate to all

aspects in the organizationbull Reminds employees of your support for reducing fatigue

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

21

Personal Attendance of Managers at Fatigue Meetings

bull Your attendance in fatigue meetings demonstrates a commitment to fatigue managementndash Recognize and acknowledgendash Feedbackndash Prompt safe behaviorndash Model safe behaviorndash Receive feedback directly from employeesndash Observe risky environmental conditions ndash One-to-one communication

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

22

Face-to-Face Meetings with Employees that Feature Fatigue as a Topic

bull Show you value CMV driver fatigue managementbull Provide praise and recognition for safe behavior

and self-reports of fatiguebull Provide corrective fatigue-related feedback

privately bull Receive feedback from the employeebull Develop personal fatigue- related goals

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

23

Job Descriptions that Include SafetyFatigue Contracts

bull Show fatigue management is valuedbull Demonstrate how fatigue relates to the jobbull Provide personal accountability for fatigued driving

performancebull Review non-fatigued driving as an essential job

requirementbull Describe fatigue-related policies and procedures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

24

Fatigue Leadershipbull Leaders inspire people to act bull Fatigue leadership not only from managementbull All employees should be fatigue management

leadersbull Hold themselves and others accountablebull Educate not trainbull Listen firstbull Promote ownership of fatigue improvementbull Allow others to develop methods to reduce fatiguebull Show confidence that safe behavior can be performed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

25

Communication About Fatigue Issues

bull Open and ongoing non-punitive communication involving safety and fatigue

bull Keep formal and informal channels of fatigue communication open

bull Involve regular communication between management supervisors and the workforce

bull Involve drivers (if interested) in developing communication strategies

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

26

Lesson Quiz Lesson 21 What is a suggestion for showing managementrsquos commitment to fatigue

managementA Create top-down controlB Face-to-face meetings with employees featuring fatigue as a topicC Avoid acknowledging drivers for their efforts in fatigue managementD Only encourage individualized responsibility

2 Why is it important to maintain a high profile for fatigue in meetingsA Including fatigue discussions in meetings illustrates how fatigue management

relates to other aspects of the organizationB Management needs to show that they are in control of the fatigue

management programC Meetings are a way to show fatigue management is a priorityD Discussing fatigue in meetings influences top-down involvement

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

27

Lesson Quiz Lesson 2 Continued3 When should individual corrective fatigue management feedback be

givenA In a groupB In driver terminalsC PrivatelyD All the above

4 What statement below is accurate A Fatigue management leaders are not confident that drivers can follow fatigue

management proceduresB Fatigue management leaders train not educate drivers on fatigue

management behaviorsC All employees should be fatigue management leadersD Only management is responsible for fatigue management leadership

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

28

Lesson Quiz Lesson 2 Continued

5 Why is it important to have open and ongoing communication involvement fatigue managementA It ensures management is in control of the fatigue

management processB Communication will help to remind everyone of the

importance of fatigue managementC It provides an opportunity for management to criticize

driversD Reinforce the belief that fatigue management is the

responsibility of drivers

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

29

Lesson 3 Strategies for Engaging and Empowering Staff and Generating Commitment in the FMP

>

10501249

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

30

Empowerment

bull Sharing of authority and responsibility bull Increased perception of controlbull Sharing organizational information and

knowledge that gives employees power to make decisions that directly influence organizational performance and direction

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

31

Importance of Empowerment

bull Cost control organizational flexibility and product quality improvements

bull Increased job satisfaction motivation and organizational citizenship behavior

bull Decreased turnover and absenteeismbull Increased individual recognition

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

32

Increasing Perceptions of Empowerment

bull Three factors impact sense of empowerment

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

33

Increasing Empowerment

bull Strategies for increasing employee empowermentndash Provide a sense of trust that employees will do a good jobndash Provide supportive feedback concerning safe behaviorsndash Actively listen to employees before offering advice or

feedbackndash Allow employees to develop personal goalsndash Allow employees to develop their own strategies for

increasing safe behavior while reducing risky behavior

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

34

Empowerment and Resistance to Change

bull Empowerment diminishes resistance to changendash Allows employees to contribute to the process of

changendash Builds a sense of trustndash Increases a personal sense

of controlndash Provides bottom-up initiativendash Motivates others to accept changendash Provides more responsibility

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

35

Delegation of Responsibility for Fatigue

bull Each employee feels responsible for fatigue and safety in a positive safety culture

bull Delegating responsibility holds all employees accountable

bull Employees will feel responsible and accountable for their fatigue and help co-workers

bull Well-defined responsibilities increases performance

bull A sense of ownership over safety initiatives

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

36

Encouraging Commitment to the Organization

bull Dedication to the organization and willing to work on its behalf

bull 3 factors that contribute to organizational commitmentndash Identity and loyalty to the organizationndash Amount of personal investment made to the organizationndash Personal feelings of obligation to the organization

bull Commitment can be at different levels in the organization

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

37

Benefits of Organizational Commitment

bull Increased job satisfactionbull Increased performancebull Increased involvementbull Decreased job stressbull Decreased resistance to changebull Decreased turnover and absenteeism

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

38

Increasing Organizational Commitment

bull Support from you and supervisorsndash ldquoMy organization and supervisor are on my siderdquo

bull Rewards for goal achievement and other accomplishments

bull Participation in organizational decision makingbull Perceptions of belonging in

the organizationbull Training and commitment from the organization in

employee development

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

39

Lesson Quiz Lesson 31 What is empowerment

A Empowerment means letting your employees do whatever they wantB Giving employees sole responsibility C Sharing information and knowledge so employees can make decisionsD Decrease in managementrsquos responsibility

2 What is a factor that influences employeesrsquo perceptions of empowerment

A Self-efficacyB Personal controlC OptimismD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

40

Lesson Quiz Lesson 3 Continued3 Why is employee empowerment important

A Empowerment can diminish resistance to the FMP because it creates bottom-up involvement

B Empowerment decreases managementrsquos responsibility in the FMPC Empowerment tricks employees in believing they are in controlD Empowerment increases managementrsquos control in the development of the

FMP

4 Why is it important to delegate responsibility for fatigue managementA It reduces responsibility of managementB It increases managementrsquos controlC Decreases employeesrsquo sense of self-efficacyD Accountability increases

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

41

Lesson Quiz Lesson 3 Continued

5 What is a strategy to increase organizational commitmentA Encourage participation in FMP development

and decision-makingB Reduce empowermentC Develop and assign goals to employeesD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

42

Lesson 4 Step-by-Step Guide to Corporate Culture Change

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

43

Corporate Culture Changebull Culture change can be accomplished through the

following steps or techniques1 Top management ldquobuy inrdquo2 Building trust3 Conducting bench marking4 Management training5 Creating a steering committee6 Development of a safety vision7 Defining roles

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

44

Corporate Culture Change8 Developing accountability9 Developing measures10 Developing policies for

recognition11 Awareness education and

kick-off12 Implementing the FMP13 Measuring performance14 Supporting the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

45

Top Management ldquoBuy Inrdquobull Employees often follow authority or top management and

look to them for guidance in times of changebull Champion the FMP through face-to-face interactionsbull Avoid lip service bull Attend and participate in all meetings

concerning the FMPbull Emphasize the benefits of the FMP and

beliefs in its successbull Provide positive feedback praise and recognition for all

employees involved in the FMPbull Be actively involved in the development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

46

Build Trust

bull Involve employees from all levels of the organization in the development of the FMP

bull Seek specific feedback about the FMPbull Actively listen to all concernsbull Provide opportunities for choice in the FMP

development process among employeesbull Consider CMV driver fatigue

management a value and not a prioritybull You should be expected to follow the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

47

Conduct Bench Marking

bull Observation of current fatigue management and fatigue-related characteristics will determine areas in need of improvement

bull Evaluate current best practices to identify proven fatigue management techniques

bull Identify best practices related to your organizationrsquos need for improvement

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

48

Management Training and Education

bull Critical for you to fully understand the concept behind the FMP before developing the FMP

bull Organizational culture change requires all employees to understand the basic principles behind change

bull Management needs training in the best practices related to the FMP in order to champion the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

49

Training Managers

bull Train managers tondash Provide supportive and corrective feedbackndash Become leaders in the FMP developmentndash Provide rewards praise andor recognition for

goal accomplishmentndash Effectively communicate about FMP-related topics

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

50

Steering Committee

bull Steering committee needs to be assembled to provide oversight and support

bull All levels of the organization included on the steering committee including a driver advisory council

bull The steering committee will serve two functionsndash Develop FMP contentndash Develop the process for implementing the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

51

Assembling the Steering Committee

bull What mission will the steering committee servebull What ground rules dictate how the steering committee

will operatebull What will be the suggested authority of the steering

committeebull What limitations are placed on the steering committeebull What are the priorities of the steering committeebull Which people are best suited to be on the steering

committee

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

52

Develop a Safety Vision

bull What is the purpose of the FMPbull How should the FMP affect the future of the

organizationbull What is the ideal outcome of the FMPbull What the current state of fatigue is

within the organizationbull What steps are needed for the organization

to reach the ideal fatigue-related outcome(s)

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53

Define Roles

bull When defining roles consider each committee memberrsquos strengths and why they have been selected to be on the steering committeendash Who has the most knowledge of current FMP best

practicesndash Who can elicit the most

comprehensive feedback from driversndash Who has knowledge of training and education

principles and proceduresndash Who has knowledge of program administration

and finances

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

54

Develop Accountabilitybull Strive towards self-directed responsibility and

accountability bull Recognize and acknowledge involvement in the FMPbull Hold employees accountable for things in their controlbull Develop SMART (Specific Motivational Achievable

Relevant Trackable) goalsbull Feedback on progression toward goal accomplishmentbull ldquoFact-findrdquo not ldquofault-findrdquobull Focus on process measures instead of

outcome measures (described in Lesson 5)

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55

Develop Measures

bull Develop measures that allow employees to be held accountable

bull Process measures and not outcome measuresbull Focus on specific behaviors that can be easily defined

tracked and are related to individual and group goalsndash For group goals group performance

measures should be developedndash For individual goals personal

performance measures should be developed

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56

Develop Policies for Recognition

bull Specific behaviorsbull Participation in FMP development implementation and

evaluationbull Policies for recognition and rewards should be well

defined and easily understoodbull Achievable but motivatingbull Develop policies for both group and individual

recognitionbull Group recognition should not be contingent on an

individualrsquos failure(s)

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57

Awareness Education and Kick-Off

bull All employees must be aware of and educated on the purpose policies and procedures involved in the FMP

bull Awareness and education help to reduce resistance to the FMP

bull Holding a kick-off meeting(s) helps show your support and ldquobuy-inrdquo for the FMP

bull Ensure all employees fully understand the reason behind the FMP and how it works

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

58

Implement the FMP

bull After the all previous steps have been completed the FMP should be implemented

bull Keep all lines of communication open to answer any questions related to the FMP

bull Show continued support by maintaining a high profile in all meetings relating to the FMP

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59

Measure Performance

bull Continued measurement is criticalbull Measurement helps gauge the impact of

the FMP and employee acceptancebull Use predefined measures developed by the

steering committeebull Use both quantitative and qualitative

measures

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60

Support the FMPbull Need to show continued support for

the FMPbull Formal and informal communication

to gather feedback regarding the FMPbull Follow through with pre-defined rules

for reward and recognitionbull Visibility and participation in all meetings related to the FMPbull Actively listen to all feedback and address issues with the

steering committee bull Post weeklymonthly charts tracking

progress of the FMP

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61

Lesson Quiz Lesson 41 How can management show FMP ldquobuy-inrdquo

A Actively participate in all meetings concerning the FMPB Avoid lip serviceC Provide positive feedback praise and recognition for all employees

involved in the FMPD All the above

2 Why is it important to conduct fatigue management bench marking

A To identify drivers that practice bad fatigue managementB To evaluate the current overall state of driver fatigueC To punish those employees that do not support fatigue managementD Build trust

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62

Lesson Quiz Lesson 4 Continued3 Who should make up the FMP steering committee

A Only managementB Only driversC Representatives from all levels of the organization affected by the

FMPD Both management and drivers

4 What is a strategy to develop accountabilityA Develop SMART goalsB Provide feedback on progression toward goals accomplishmentC ldquoFact-findrdquo not ldquofault-findrdquoD All the above

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63

Lesson Quiz Lesson 4 Continued

5 What kind of measures should be developedA Only individual performance measuresB Only group performance measuresC Both individual and group performance

measuresD Only outcome measures

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64

Lesson 5 Performance Measures to Gauge the Efficacy of the FMP

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65

You Canrsquot Manage What You Canrsquot Measure

bull What is the current level of performancebull To know if interventions are changing behavior you have

to measure and track what it is you want to changebull Measuring behaviors allows them

to be monitored and reviewedbull Operationally define behaviors so

they can be trackedbull Measurement can be focused on the specific behavior

(process measures) or the result of the behavior (outcome measures)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

66

Process Measures

bull Measures that focus on the occurrence of specific behaviors

bull Process measures have been found to increase the occurrence of safe behaviors in transportation

bull Process measures specific to the FMPndash Follow policies and proceduresndash Policies and procedures implemented correctlyndash Information on the FMP has been conveyed ndash Subjective perceptions and opinions of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

67

Following FMP Policies and Procedures

bull FMP policies and procedures have to be followed for the program to be successful

bull Amount of time exercising per week vs medical opinion of amount of exercise needed

bull Percentage of safety meetings attendedbull The amount of fatigue feedback givenreceived in

a given time bull Percentage of time a continuous positive

airway pressure machine (CPAP) is used (if necessary)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

68

FMP Policies and Procedures Implemented Correctly

bull There are a number of specific behaviors that influence if policies and procedures are implemented correctly

bull The number of concerns addressed in the development of FMP policies and procedures

bull The number of feedback provided by employees that indicated a resistance to FMP implementation

bull The number of employees who earn FMP recognition

bull GPS tracking of trucks for miles traveled idle time engine off time on-duty hours and driving hours

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

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72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

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73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

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80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

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83

Conclusion Review and Summary

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84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

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86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

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88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 11: Module 2 Safety Culture and Management Practices

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11

Fatigue Risk Management Systems

bull Safety culture specifically extended to fatigue

bull Process for measuring mitigating and managing fatigue risk

bull Identify sources of fatigue and ways to reduce fatigue

ID where FRMS apply

Collect and analyze data

ID fatigue risk

Assess safety risk

Set measures and countermeasures

Effectiveness evaluation

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

12

Components of Fatigue Risk Management Systems

bull Six core componentsndash Fatigue management policyndash Fatigue risk management proceduresndash Fatigue management training and educationndash Process for employees to report fatiguendash Process for investigating how fatigue contributes

to crashesndash Fatigue risk management evaluations

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

13

Lesson Quiz Lesson 11 Complete the following sentence An organizationrsquos safety culture

can best be described asA Managementrsquos feelings regarding the importance of safetyB Shared behavior patterns and beliefs that are related to safetyC The number of injuries that occur in the organizationD A vision to keep employees safe

2 Which of the following is a factor that influences an organizationrsquos safety cultureA PersonB BehaviorC EnvironmentD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

14

Lesson Quiz Lesson 1 Continued3 Which of the following statements is true

A Crashes are usually not the result of risky behaviorB An organizationrsquos safety culture has little affect on their crashes and injuriesC Crashes are usually the result of risky behaviorD It is not important to have a positive safety culture before implementing the

FMP4 What is the correct order of steps when implementing a fatigue risk

management system (FRMS)E Identify where the FRMS applies collect and analyze data identify fatigue risk assess

safety risk set measures and countermeasures and effectiveness evaluationF Assess safety risk identify fatigue risk identify where the FRMS applies set measures

and countermeasures collect and analyze data and effectiveness evaluationG Identify fatigue risk identify where the FRMS applies collect and analyze data assess

safety risk set measures and countermeasures and effectiveness evaluationH Collect and analyze data identify where the FRMS applies assess safety risk identify

fatigue risk set measures and countermeasures and effectiveness evaluation

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

15

Lesson Quiz Lesson 1 Continued

5 What is a core component of a fatigue risk management systemA Fatigue management policyB Process for employees to report fatigueC Process for investigating how fatigue contributes

to crashesD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

16

Lesson 2 Corporate Responsibilities and Roles in FMP Implementation

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

17

Shared Responsibility for Fatigue Management

bull Fatigue management is a shared responsibilitybull Remember the Person-Environment-

Behavior Modelndash You create policies and proceduresndash Necessary knowledge skill ability motivation and

attitudendash Employees behave safely or risky

bull From top-down control to bottom-up involvementbull Interdependent teamwork rather than only

individualized responsibility

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

18

Managementrsquos Commitment to Fatigue Management

bull Employees typically obey authoritybull Fatigue management should be supported from the top but

driven by the bottombull Strategies to increase commitment

ndash Prioritization of safety over productionndash Maintaining a high profile for fatigue in meetingsndash Personal attendance of managers at fatigue meetingsndash Face-to-face meetings with employees featuring fatigue as a topicndash Job descriptions that include safetyfatigue contractsndash Fatigue management leadershipndash Emphasize continued FMP improvement and evaluation

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

19

Prioritization of Driver Fatigue Over Production

bull Increased job performance (eg productivity) may come at the expense of CMV driver fatiguendash Risky behaviors (eg driving while fatigued)

may be rewarded (or not be punished) to increase productivity

ndash May suggest productivity is more important than driver fatigue

bull Fatigue management should be measured and rewarded like productivity

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

20

Maintaining a High Profile for Safety and Fatigue in Meetings

bull Safety as a value and not a priorityndash Priorities change values do not change

and are not compromisedndash Fatigue management should be linked to

all prioritiesbull Including fatigue discussions in meetings reinforces the

belief that fatigue management is a valuendash Illustrates how safety and CMV driver fatigue relate to all

aspects in the organizationbull Reminds employees of your support for reducing fatigue

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

21

Personal Attendance of Managers at Fatigue Meetings

bull Your attendance in fatigue meetings demonstrates a commitment to fatigue managementndash Recognize and acknowledgendash Feedbackndash Prompt safe behaviorndash Model safe behaviorndash Receive feedback directly from employeesndash Observe risky environmental conditions ndash One-to-one communication

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

22

Face-to-Face Meetings with Employees that Feature Fatigue as a Topic

bull Show you value CMV driver fatigue managementbull Provide praise and recognition for safe behavior

and self-reports of fatiguebull Provide corrective fatigue-related feedback

privately bull Receive feedback from the employeebull Develop personal fatigue- related goals

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

23

Job Descriptions that Include SafetyFatigue Contracts

bull Show fatigue management is valuedbull Demonstrate how fatigue relates to the jobbull Provide personal accountability for fatigued driving

performancebull Review non-fatigued driving as an essential job

requirementbull Describe fatigue-related policies and procedures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

24

Fatigue Leadershipbull Leaders inspire people to act bull Fatigue leadership not only from managementbull All employees should be fatigue management

leadersbull Hold themselves and others accountablebull Educate not trainbull Listen firstbull Promote ownership of fatigue improvementbull Allow others to develop methods to reduce fatiguebull Show confidence that safe behavior can be performed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

25

Communication About Fatigue Issues

bull Open and ongoing non-punitive communication involving safety and fatigue

bull Keep formal and informal channels of fatigue communication open

bull Involve regular communication between management supervisors and the workforce

bull Involve drivers (if interested) in developing communication strategies

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

26

Lesson Quiz Lesson 21 What is a suggestion for showing managementrsquos commitment to fatigue

managementA Create top-down controlB Face-to-face meetings with employees featuring fatigue as a topicC Avoid acknowledging drivers for their efforts in fatigue managementD Only encourage individualized responsibility

2 Why is it important to maintain a high profile for fatigue in meetingsA Including fatigue discussions in meetings illustrates how fatigue management

relates to other aspects of the organizationB Management needs to show that they are in control of the fatigue

management programC Meetings are a way to show fatigue management is a priorityD Discussing fatigue in meetings influences top-down involvement

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

27

Lesson Quiz Lesson 2 Continued3 When should individual corrective fatigue management feedback be

givenA In a groupB In driver terminalsC PrivatelyD All the above

4 What statement below is accurate A Fatigue management leaders are not confident that drivers can follow fatigue

management proceduresB Fatigue management leaders train not educate drivers on fatigue

management behaviorsC All employees should be fatigue management leadersD Only management is responsible for fatigue management leadership

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

28

Lesson Quiz Lesson 2 Continued

5 Why is it important to have open and ongoing communication involvement fatigue managementA It ensures management is in control of the fatigue

management processB Communication will help to remind everyone of the

importance of fatigue managementC It provides an opportunity for management to criticize

driversD Reinforce the belief that fatigue management is the

responsibility of drivers

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

29

Lesson 3 Strategies for Engaging and Empowering Staff and Generating Commitment in the FMP

>

10501249

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

30

Empowerment

bull Sharing of authority and responsibility bull Increased perception of controlbull Sharing organizational information and

knowledge that gives employees power to make decisions that directly influence organizational performance and direction

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

31

Importance of Empowerment

bull Cost control organizational flexibility and product quality improvements

bull Increased job satisfaction motivation and organizational citizenship behavior

bull Decreased turnover and absenteeismbull Increased individual recognition

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

32

Increasing Perceptions of Empowerment

bull Three factors impact sense of empowerment

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

33

Increasing Empowerment

bull Strategies for increasing employee empowermentndash Provide a sense of trust that employees will do a good jobndash Provide supportive feedback concerning safe behaviorsndash Actively listen to employees before offering advice or

feedbackndash Allow employees to develop personal goalsndash Allow employees to develop their own strategies for

increasing safe behavior while reducing risky behavior

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

34

Empowerment and Resistance to Change

bull Empowerment diminishes resistance to changendash Allows employees to contribute to the process of

changendash Builds a sense of trustndash Increases a personal sense

of controlndash Provides bottom-up initiativendash Motivates others to accept changendash Provides more responsibility

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

35

Delegation of Responsibility for Fatigue

bull Each employee feels responsible for fatigue and safety in a positive safety culture

bull Delegating responsibility holds all employees accountable

bull Employees will feel responsible and accountable for their fatigue and help co-workers

bull Well-defined responsibilities increases performance

bull A sense of ownership over safety initiatives

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

36

Encouraging Commitment to the Organization

bull Dedication to the organization and willing to work on its behalf

bull 3 factors that contribute to organizational commitmentndash Identity and loyalty to the organizationndash Amount of personal investment made to the organizationndash Personal feelings of obligation to the organization

bull Commitment can be at different levels in the organization

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

37

Benefits of Organizational Commitment

bull Increased job satisfactionbull Increased performancebull Increased involvementbull Decreased job stressbull Decreased resistance to changebull Decreased turnover and absenteeism

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

38

Increasing Organizational Commitment

bull Support from you and supervisorsndash ldquoMy organization and supervisor are on my siderdquo

bull Rewards for goal achievement and other accomplishments

bull Participation in organizational decision makingbull Perceptions of belonging in

the organizationbull Training and commitment from the organization in

employee development

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

39

Lesson Quiz Lesson 31 What is empowerment

A Empowerment means letting your employees do whatever they wantB Giving employees sole responsibility C Sharing information and knowledge so employees can make decisionsD Decrease in managementrsquos responsibility

2 What is a factor that influences employeesrsquo perceptions of empowerment

A Self-efficacyB Personal controlC OptimismD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

40

Lesson Quiz Lesson 3 Continued3 Why is employee empowerment important

A Empowerment can diminish resistance to the FMP because it creates bottom-up involvement

B Empowerment decreases managementrsquos responsibility in the FMPC Empowerment tricks employees in believing they are in controlD Empowerment increases managementrsquos control in the development of the

FMP

4 Why is it important to delegate responsibility for fatigue managementA It reduces responsibility of managementB It increases managementrsquos controlC Decreases employeesrsquo sense of self-efficacyD Accountability increases

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

41

Lesson Quiz Lesson 3 Continued

5 What is a strategy to increase organizational commitmentA Encourage participation in FMP development

and decision-makingB Reduce empowermentC Develop and assign goals to employeesD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

42

Lesson 4 Step-by-Step Guide to Corporate Culture Change

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

43

Corporate Culture Changebull Culture change can be accomplished through the

following steps or techniques1 Top management ldquobuy inrdquo2 Building trust3 Conducting bench marking4 Management training5 Creating a steering committee6 Development of a safety vision7 Defining roles

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

44

Corporate Culture Change8 Developing accountability9 Developing measures10 Developing policies for

recognition11 Awareness education and

kick-off12 Implementing the FMP13 Measuring performance14 Supporting the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

45

Top Management ldquoBuy Inrdquobull Employees often follow authority or top management and

look to them for guidance in times of changebull Champion the FMP through face-to-face interactionsbull Avoid lip service bull Attend and participate in all meetings

concerning the FMPbull Emphasize the benefits of the FMP and

beliefs in its successbull Provide positive feedback praise and recognition for all

employees involved in the FMPbull Be actively involved in the development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

46

Build Trust

bull Involve employees from all levels of the organization in the development of the FMP

bull Seek specific feedback about the FMPbull Actively listen to all concernsbull Provide opportunities for choice in the FMP

development process among employeesbull Consider CMV driver fatigue

management a value and not a prioritybull You should be expected to follow the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

47

Conduct Bench Marking

bull Observation of current fatigue management and fatigue-related characteristics will determine areas in need of improvement

bull Evaluate current best practices to identify proven fatigue management techniques

bull Identify best practices related to your organizationrsquos need for improvement

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

48

Management Training and Education

bull Critical for you to fully understand the concept behind the FMP before developing the FMP

bull Organizational culture change requires all employees to understand the basic principles behind change

bull Management needs training in the best practices related to the FMP in order to champion the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

49

Training Managers

bull Train managers tondash Provide supportive and corrective feedbackndash Become leaders in the FMP developmentndash Provide rewards praise andor recognition for

goal accomplishmentndash Effectively communicate about FMP-related topics

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

50

Steering Committee

bull Steering committee needs to be assembled to provide oversight and support

bull All levels of the organization included on the steering committee including a driver advisory council

bull The steering committee will serve two functionsndash Develop FMP contentndash Develop the process for implementing the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

51

Assembling the Steering Committee

bull What mission will the steering committee servebull What ground rules dictate how the steering committee

will operatebull What will be the suggested authority of the steering

committeebull What limitations are placed on the steering committeebull What are the priorities of the steering committeebull Which people are best suited to be on the steering

committee

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

52

Develop a Safety Vision

bull What is the purpose of the FMPbull How should the FMP affect the future of the

organizationbull What is the ideal outcome of the FMPbull What the current state of fatigue is

within the organizationbull What steps are needed for the organization

to reach the ideal fatigue-related outcome(s)

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53

Define Roles

bull When defining roles consider each committee memberrsquos strengths and why they have been selected to be on the steering committeendash Who has the most knowledge of current FMP best

practicesndash Who can elicit the most

comprehensive feedback from driversndash Who has knowledge of training and education

principles and proceduresndash Who has knowledge of program administration

and finances

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54

Develop Accountabilitybull Strive towards self-directed responsibility and

accountability bull Recognize and acknowledge involvement in the FMPbull Hold employees accountable for things in their controlbull Develop SMART (Specific Motivational Achievable

Relevant Trackable) goalsbull Feedback on progression toward goal accomplishmentbull ldquoFact-findrdquo not ldquofault-findrdquobull Focus on process measures instead of

outcome measures (described in Lesson 5)

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55

Develop Measures

bull Develop measures that allow employees to be held accountable

bull Process measures and not outcome measuresbull Focus on specific behaviors that can be easily defined

tracked and are related to individual and group goalsndash For group goals group performance

measures should be developedndash For individual goals personal

performance measures should be developed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

56

Develop Policies for Recognition

bull Specific behaviorsbull Participation in FMP development implementation and

evaluationbull Policies for recognition and rewards should be well

defined and easily understoodbull Achievable but motivatingbull Develop policies for both group and individual

recognitionbull Group recognition should not be contingent on an

individualrsquos failure(s)

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57

Awareness Education and Kick-Off

bull All employees must be aware of and educated on the purpose policies and procedures involved in the FMP

bull Awareness and education help to reduce resistance to the FMP

bull Holding a kick-off meeting(s) helps show your support and ldquobuy-inrdquo for the FMP

bull Ensure all employees fully understand the reason behind the FMP and how it works

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

58

Implement the FMP

bull After the all previous steps have been completed the FMP should be implemented

bull Keep all lines of communication open to answer any questions related to the FMP

bull Show continued support by maintaining a high profile in all meetings relating to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

59

Measure Performance

bull Continued measurement is criticalbull Measurement helps gauge the impact of

the FMP and employee acceptancebull Use predefined measures developed by the

steering committeebull Use both quantitative and qualitative

measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

60

Support the FMPbull Need to show continued support for

the FMPbull Formal and informal communication

to gather feedback regarding the FMPbull Follow through with pre-defined rules

for reward and recognitionbull Visibility and participation in all meetings related to the FMPbull Actively listen to all feedback and address issues with the

steering committee bull Post weeklymonthly charts tracking

progress of the FMP

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61

Lesson Quiz Lesson 41 How can management show FMP ldquobuy-inrdquo

A Actively participate in all meetings concerning the FMPB Avoid lip serviceC Provide positive feedback praise and recognition for all employees

involved in the FMPD All the above

2 Why is it important to conduct fatigue management bench marking

A To identify drivers that practice bad fatigue managementB To evaluate the current overall state of driver fatigueC To punish those employees that do not support fatigue managementD Build trust

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62

Lesson Quiz Lesson 4 Continued3 Who should make up the FMP steering committee

A Only managementB Only driversC Representatives from all levels of the organization affected by the

FMPD Both management and drivers

4 What is a strategy to develop accountabilityA Develop SMART goalsB Provide feedback on progression toward goals accomplishmentC ldquoFact-findrdquo not ldquofault-findrdquoD All the above

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63

Lesson Quiz Lesson 4 Continued

5 What kind of measures should be developedA Only individual performance measuresB Only group performance measuresC Both individual and group performance

measuresD Only outcome measures

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64

Lesson 5 Performance Measures to Gauge the Efficacy of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

65

You Canrsquot Manage What You Canrsquot Measure

bull What is the current level of performancebull To know if interventions are changing behavior you have

to measure and track what it is you want to changebull Measuring behaviors allows them

to be monitored and reviewedbull Operationally define behaviors so

they can be trackedbull Measurement can be focused on the specific behavior

(process measures) or the result of the behavior (outcome measures)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

66

Process Measures

bull Measures that focus on the occurrence of specific behaviors

bull Process measures have been found to increase the occurrence of safe behaviors in transportation

bull Process measures specific to the FMPndash Follow policies and proceduresndash Policies and procedures implemented correctlyndash Information on the FMP has been conveyed ndash Subjective perceptions and opinions of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

67

Following FMP Policies and Procedures

bull FMP policies and procedures have to be followed for the program to be successful

bull Amount of time exercising per week vs medical opinion of amount of exercise needed

bull Percentage of safety meetings attendedbull The amount of fatigue feedback givenreceived in

a given time bull Percentage of time a continuous positive

airway pressure machine (CPAP) is used (if necessary)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

68

FMP Policies and Procedures Implemented Correctly

bull There are a number of specific behaviors that influence if policies and procedures are implemented correctly

bull The number of concerns addressed in the development of FMP policies and procedures

bull The number of feedback provided by employees that indicated a resistance to FMP implementation

bull The number of employees who earn FMP recognition

bull GPS tracking of trucks for miles traveled idle time engine off time on-duty hours and driving hours

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

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71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

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72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

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80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

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83

Conclusion Review and Summary

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84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

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86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

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88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 12: Module 2 Safety Culture and Management Practices

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12

Components of Fatigue Risk Management Systems

bull Six core componentsndash Fatigue management policyndash Fatigue risk management proceduresndash Fatigue management training and educationndash Process for employees to report fatiguendash Process for investigating how fatigue contributes

to crashesndash Fatigue risk management evaluations

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

13

Lesson Quiz Lesson 11 Complete the following sentence An organizationrsquos safety culture

can best be described asA Managementrsquos feelings regarding the importance of safetyB Shared behavior patterns and beliefs that are related to safetyC The number of injuries that occur in the organizationD A vision to keep employees safe

2 Which of the following is a factor that influences an organizationrsquos safety cultureA PersonB BehaviorC EnvironmentD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

14

Lesson Quiz Lesson 1 Continued3 Which of the following statements is true

A Crashes are usually not the result of risky behaviorB An organizationrsquos safety culture has little affect on their crashes and injuriesC Crashes are usually the result of risky behaviorD It is not important to have a positive safety culture before implementing the

FMP4 What is the correct order of steps when implementing a fatigue risk

management system (FRMS)E Identify where the FRMS applies collect and analyze data identify fatigue risk assess

safety risk set measures and countermeasures and effectiveness evaluationF Assess safety risk identify fatigue risk identify where the FRMS applies set measures

and countermeasures collect and analyze data and effectiveness evaluationG Identify fatigue risk identify where the FRMS applies collect and analyze data assess

safety risk set measures and countermeasures and effectiveness evaluationH Collect and analyze data identify where the FRMS applies assess safety risk identify

fatigue risk set measures and countermeasures and effectiveness evaluation

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

15

Lesson Quiz Lesson 1 Continued

5 What is a core component of a fatigue risk management systemA Fatigue management policyB Process for employees to report fatigueC Process for investigating how fatigue contributes

to crashesD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

16

Lesson 2 Corporate Responsibilities and Roles in FMP Implementation

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

17

Shared Responsibility for Fatigue Management

bull Fatigue management is a shared responsibilitybull Remember the Person-Environment-

Behavior Modelndash You create policies and proceduresndash Necessary knowledge skill ability motivation and

attitudendash Employees behave safely or risky

bull From top-down control to bottom-up involvementbull Interdependent teamwork rather than only

individualized responsibility

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

18

Managementrsquos Commitment to Fatigue Management

bull Employees typically obey authoritybull Fatigue management should be supported from the top but

driven by the bottombull Strategies to increase commitment

ndash Prioritization of safety over productionndash Maintaining a high profile for fatigue in meetingsndash Personal attendance of managers at fatigue meetingsndash Face-to-face meetings with employees featuring fatigue as a topicndash Job descriptions that include safetyfatigue contractsndash Fatigue management leadershipndash Emphasize continued FMP improvement and evaluation

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

19

Prioritization of Driver Fatigue Over Production

bull Increased job performance (eg productivity) may come at the expense of CMV driver fatiguendash Risky behaviors (eg driving while fatigued)

may be rewarded (or not be punished) to increase productivity

ndash May suggest productivity is more important than driver fatigue

bull Fatigue management should be measured and rewarded like productivity

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

20

Maintaining a High Profile for Safety and Fatigue in Meetings

bull Safety as a value and not a priorityndash Priorities change values do not change

and are not compromisedndash Fatigue management should be linked to

all prioritiesbull Including fatigue discussions in meetings reinforces the

belief that fatigue management is a valuendash Illustrates how safety and CMV driver fatigue relate to all

aspects in the organizationbull Reminds employees of your support for reducing fatigue

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

21

Personal Attendance of Managers at Fatigue Meetings

bull Your attendance in fatigue meetings demonstrates a commitment to fatigue managementndash Recognize and acknowledgendash Feedbackndash Prompt safe behaviorndash Model safe behaviorndash Receive feedback directly from employeesndash Observe risky environmental conditions ndash One-to-one communication

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

22

Face-to-Face Meetings with Employees that Feature Fatigue as a Topic

bull Show you value CMV driver fatigue managementbull Provide praise and recognition for safe behavior

and self-reports of fatiguebull Provide corrective fatigue-related feedback

privately bull Receive feedback from the employeebull Develop personal fatigue- related goals

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

23

Job Descriptions that Include SafetyFatigue Contracts

bull Show fatigue management is valuedbull Demonstrate how fatigue relates to the jobbull Provide personal accountability for fatigued driving

performancebull Review non-fatigued driving as an essential job

requirementbull Describe fatigue-related policies and procedures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

24

Fatigue Leadershipbull Leaders inspire people to act bull Fatigue leadership not only from managementbull All employees should be fatigue management

leadersbull Hold themselves and others accountablebull Educate not trainbull Listen firstbull Promote ownership of fatigue improvementbull Allow others to develop methods to reduce fatiguebull Show confidence that safe behavior can be performed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

25

Communication About Fatigue Issues

bull Open and ongoing non-punitive communication involving safety and fatigue

bull Keep formal and informal channels of fatigue communication open

bull Involve regular communication between management supervisors and the workforce

bull Involve drivers (if interested) in developing communication strategies

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

26

Lesson Quiz Lesson 21 What is a suggestion for showing managementrsquos commitment to fatigue

managementA Create top-down controlB Face-to-face meetings with employees featuring fatigue as a topicC Avoid acknowledging drivers for their efforts in fatigue managementD Only encourage individualized responsibility

2 Why is it important to maintain a high profile for fatigue in meetingsA Including fatigue discussions in meetings illustrates how fatigue management

relates to other aspects of the organizationB Management needs to show that they are in control of the fatigue

management programC Meetings are a way to show fatigue management is a priorityD Discussing fatigue in meetings influences top-down involvement

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

27

Lesson Quiz Lesson 2 Continued3 When should individual corrective fatigue management feedback be

givenA In a groupB In driver terminalsC PrivatelyD All the above

4 What statement below is accurate A Fatigue management leaders are not confident that drivers can follow fatigue

management proceduresB Fatigue management leaders train not educate drivers on fatigue

management behaviorsC All employees should be fatigue management leadersD Only management is responsible for fatigue management leadership

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

28

Lesson Quiz Lesson 2 Continued

5 Why is it important to have open and ongoing communication involvement fatigue managementA It ensures management is in control of the fatigue

management processB Communication will help to remind everyone of the

importance of fatigue managementC It provides an opportunity for management to criticize

driversD Reinforce the belief that fatigue management is the

responsibility of drivers

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

29

Lesson 3 Strategies for Engaging and Empowering Staff and Generating Commitment in the FMP

>

10501249

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

30

Empowerment

bull Sharing of authority and responsibility bull Increased perception of controlbull Sharing organizational information and

knowledge that gives employees power to make decisions that directly influence organizational performance and direction

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

31

Importance of Empowerment

bull Cost control organizational flexibility and product quality improvements

bull Increased job satisfaction motivation and organizational citizenship behavior

bull Decreased turnover and absenteeismbull Increased individual recognition

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

32

Increasing Perceptions of Empowerment

bull Three factors impact sense of empowerment

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

33

Increasing Empowerment

bull Strategies for increasing employee empowermentndash Provide a sense of trust that employees will do a good jobndash Provide supportive feedback concerning safe behaviorsndash Actively listen to employees before offering advice or

feedbackndash Allow employees to develop personal goalsndash Allow employees to develop their own strategies for

increasing safe behavior while reducing risky behavior

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

34

Empowerment and Resistance to Change

bull Empowerment diminishes resistance to changendash Allows employees to contribute to the process of

changendash Builds a sense of trustndash Increases a personal sense

of controlndash Provides bottom-up initiativendash Motivates others to accept changendash Provides more responsibility

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

35

Delegation of Responsibility for Fatigue

bull Each employee feels responsible for fatigue and safety in a positive safety culture

bull Delegating responsibility holds all employees accountable

bull Employees will feel responsible and accountable for their fatigue and help co-workers

bull Well-defined responsibilities increases performance

bull A sense of ownership over safety initiatives

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

36

Encouraging Commitment to the Organization

bull Dedication to the organization and willing to work on its behalf

bull 3 factors that contribute to organizational commitmentndash Identity and loyalty to the organizationndash Amount of personal investment made to the organizationndash Personal feelings of obligation to the organization

bull Commitment can be at different levels in the organization

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

37

Benefits of Organizational Commitment

bull Increased job satisfactionbull Increased performancebull Increased involvementbull Decreased job stressbull Decreased resistance to changebull Decreased turnover and absenteeism

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

38

Increasing Organizational Commitment

bull Support from you and supervisorsndash ldquoMy organization and supervisor are on my siderdquo

bull Rewards for goal achievement and other accomplishments

bull Participation in organizational decision makingbull Perceptions of belonging in

the organizationbull Training and commitment from the organization in

employee development

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

39

Lesson Quiz Lesson 31 What is empowerment

A Empowerment means letting your employees do whatever they wantB Giving employees sole responsibility C Sharing information and knowledge so employees can make decisionsD Decrease in managementrsquos responsibility

2 What is a factor that influences employeesrsquo perceptions of empowerment

A Self-efficacyB Personal controlC OptimismD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

40

Lesson Quiz Lesson 3 Continued3 Why is employee empowerment important

A Empowerment can diminish resistance to the FMP because it creates bottom-up involvement

B Empowerment decreases managementrsquos responsibility in the FMPC Empowerment tricks employees in believing they are in controlD Empowerment increases managementrsquos control in the development of the

FMP

4 Why is it important to delegate responsibility for fatigue managementA It reduces responsibility of managementB It increases managementrsquos controlC Decreases employeesrsquo sense of self-efficacyD Accountability increases

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

41

Lesson Quiz Lesson 3 Continued

5 What is a strategy to increase organizational commitmentA Encourage participation in FMP development

and decision-makingB Reduce empowermentC Develop and assign goals to employeesD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

42

Lesson 4 Step-by-Step Guide to Corporate Culture Change

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

43

Corporate Culture Changebull Culture change can be accomplished through the

following steps or techniques1 Top management ldquobuy inrdquo2 Building trust3 Conducting bench marking4 Management training5 Creating a steering committee6 Development of a safety vision7 Defining roles

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

44

Corporate Culture Change8 Developing accountability9 Developing measures10 Developing policies for

recognition11 Awareness education and

kick-off12 Implementing the FMP13 Measuring performance14 Supporting the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

45

Top Management ldquoBuy Inrdquobull Employees often follow authority or top management and

look to them for guidance in times of changebull Champion the FMP through face-to-face interactionsbull Avoid lip service bull Attend and participate in all meetings

concerning the FMPbull Emphasize the benefits of the FMP and

beliefs in its successbull Provide positive feedback praise and recognition for all

employees involved in the FMPbull Be actively involved in the development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

46

Build Trust

bull Involve employees from all levels of the organization in the development of the FMP

bull Seek specific feedback about the FMPbull Actively listen to all concernsbull Provide opportunities for choice in the FMP

development process among employeesbull Consider CMV driver fatigue

management a value and not a prioritybull You should be expected to follow the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

47

Conduct Bench Marking

bull Observation of current fatigue management and fatigue-related characteristics will determine areas in need of improvement

bull Evaluate current best practices to identify proven fatigue management techniques

bull Identify best practices related to your organizationrsquos need for improvement

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

48

Management Training and Education

bull Critical for you to fully understand the concept behind the FMP before developing the FMP

bull Organizational culture change requires all employees to understand the basic principles behind change

bull Management needs training in the best practices related to the FMP in order to champion the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

49

Training Managers

bull Train managers tondash Provide supportive and corrective feedbackndash Become leaders in the FMP developmentndash Provide rewards praise andor recognition for

goal accomplishmentndash Effectively communicate about FMP-related topics

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

50

Steering Committee

bull Steering committee needs to be assembled to provide oversight and support

bull All levels of the organization included on the steering committee including a driver advisory council

bull The steering committee will serve two functionsndash Develop FMP contentndash Develop the process for implementing the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

51

Assembling the Steering Committee

bull What mission will the steering committee servebull What ground rules dictate how the steering committee

will operatebull What will be the suggested authority of the steering

committeebull What limitations are placed on the steering committeebull What are the priorities of the steering committeebull Which people are best suited to be on the steering

committee

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52

Develop a Safety Vision

bull What is the purpose of the FMPbull How should the FMP affect the future of the

organizationbull What is the ideal outcome of the FMPbull What the current state of fatigue is

within the organizationbull What steps are needed for the organization

to reach the ideal fatigue-related outcome(s)

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53

Define Roles

bull When defining roles consider each committee memberrsquos strengths and why they have been selected to be on the steering committeendash Who has the most knowledge of current FMP best

practicesndash Who can elicit the most

comprehensive feedback from driversndash Who has knowledge of training and education

principles and proceduresndash Who has knowledge of program administration

and finances

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

54

Develop Accountabilitybull Strive towards self-directed responsibility and

accountability bull Recognize and acknowledge involvement in the FMPbull Hold employees accountable for things in their controlbull Develop SMART (Specific Motivational Achievable

Relevant Trackable) goalsbull Feedback on progression toward goal accomplishmentbull ldquoFact-findrdquo not ldquofault-findrdquobull Focus on process measures instead of

outcome measures (described in Lesson 5)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

55

Develop Measures

bull Develop measures that allow employees to be held accountable

bull Process measures and not outcome measuresbull Focus on specific behaviors that can be easily defined

tracked and are related to individual and group goalsndash For group goals group performance

measures should be developedndash For individual goals personal

performance measures should be developed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

56

Develop Policies for Recognition

bull Specific behaviorsbull Participation in FMP development implementation and

evaluationbull Policies for recognition and rewards should be well

defined and easily understoodbull Achievable but motivatingbull Develop policies for both group and individual

recognitionbull Group recognition should not be contingent on an

individualrsquos failure(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

57

Awareness Education and Kick-Off

bull All employees must be aware of and educated on the purpose policies and procedures involved in the FMP

bull Awareness and education help to reduce resistance to the FMP

bull Holding a kick-off meeting(s) helps show your support and ldquobuy-inrdquo for the FMP

bull Ensure all employees fully understand the reason behind the FMP and how it works

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

58

Implement the FMP

bull After the all previous steps have been completed the FMP should be implemented

bull Keep all lines of communication open to answer any questions related to the FMP

bull Show continued support by maintaining a high profile in all meetings relating to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

59

Measure Performance

bull Continued measurement is criticalbull Measurement helps gauge the impact of

the FMP and employee acceptancebull Use predefined measures developed by the

steering committeebull Use both quantitative and qualitative

measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

60

Support the FMPbull Need to show continued support for

the FMPbull Formal and informal communication

to gather feedback regarding the FMPbull Follow through with pre-defined rules

for reward and recognitionbull Visibility and participation in all meetings related to the FMPbull Actively listen to all feedback and address issues with the

steering committee bull Post weeklymonthly charts tracking

progress of the FMP

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61

Lesson Quiz Lesson 41 How can management show FMP ldquobuy-inrdquo

A Actively participate in all meetings concerning the FMPB Avoid lip serviceC Provide positive feedback praise and recognition for all employees

involved in the FMPD All the above

2 Why is it important to conduct fatigue management bench marking

A To identify drivers that practice bad fatigue managementB To evaluate the current overall state of driver fatigueC To punish those employees that do not support fatigue managementD Build trust

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

62

Lesson Quiz Lesson 4 Continued3 Who should make up the FMP steering committee

A Only managementB Only driversC Representatives from all levels of the organization affected by the

FMPD Both management and drivers

4 What is a strategy to develop accountabilityA Develop SMART goalsB Provide feedback on progression toward goals accomplishmentC ldquoFact-findrdquo not ldquofault-findrdquoD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

63

Lesson Quiz Lesson 4 Continued

5 What kind of measures should be developedA Only individual performance measuresB Only group performance measuresC Both individual and group performance

measuresD Only outcome measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

64

Lesson 5 Performance Measures to Gauge the Efficacy of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

65

You Canrsquot Manage What You Canrsquot Measure

bull What is the current level of performancebull To know if interventions are changing behavior you have

to measure and track what it is you want to changebull Measuring behaviors allows them

to be monitored and reviewedbull Operationally define behaviors so

they can be trackedbull Measurement can be focused on the specific behavior

(process measures) or the result of the behavior (outcome measures)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

66

Process Measures

bull Measures that focus on the occurrence of specific behaviors

bull Process measures have been found to increase the occurrence of safe behaviors in transportation

bull Process measures specific to the FMPndash Follow policies and proceduresndash Policies and procedures implemented correctlyndash Information on the FMP has been conveyed ndash Subjective perceptions and opinions of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

67

Following FMP Policies and Procedures

bull FMP policies and procedures have to be followed for the program to be successful

bull Amount of time exercising per week vs medical opinion of amount of exercise needed

bull Percentage of safety meetings attendedbull The amount of fatigue feedback givenreceived in

a given time bull Percentage of time a continuous positive

airway pressure machine (CPAP) is used (if necessary)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

68

FMP Policies and Procedures Implemented Correctly

bull There are a number of specific behaviors that influence if policies and procedures are implemented correctly

bull The number of concerns addressed in the development of FMP policies and procedures

bull The number of feedback provided by employees that indicated a resistance to FMP implementation

bull The number of employees who earn FMP recognition

bull GPS tracking of trucks for miles traveled idle time engine off time on-duty hours and driving hours

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

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72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

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86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 13: Module 2 Safety Culture and Management Practices

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13

Lesson Quiz Lesson 11 Complete the following sentence An organizationrsquos safety culture

can best be described asA Managementrsquos feelings regarding the importance of safetyB Shared behavior patterns and beliefs that are related to safetyC The number of injuries that occur in the organizationD A vision to keep employees safe

2 Which of the following is a factor that influences an organizationrsquos safety cultureA PersonB BehaviorC EnvironmentD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

14

Lesson Quiz Lesson 1 Continued3 Which of the following statements is true

A Crashes are usually not the result of risky behaviorB An organizationrsquos safety culture has little affect on their crashes and injuriesC Crashes are usually the result of risky behaviorD It is not important to have a positive safety culture before implementing the

FMP4 What is the correct order of steps when implementing a fatigue risk

management system (FRMS)E Identify where the FRMS applies collect and analyze data identify fatigue risk assess

safety risk set measures and countermeasures and effectiveness evaluationF Assess safety risk identify fatigue risk identify where the FRMS applies set measures

and countermeasures collect and analyze data and effectiveness evaluationG Identify fatigue risk identify where the FRMS applies collect and analyze data assess

safety risk set measures and countermeasures and effectiveness evaluationH Collect and analyze data identify where the FRMS applies assess safety risk identify

fatigue risk set measures and countermeasures and effectiveness evaluation

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

15

Lesson Quiz Lesson 1 Continued

5 What is a core component of a fatigue risk management systemA Fatigue management policyB Process for employees to report fatigueC Process for investigating how fatigue contributes

to crashesD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

16

Lesson 2 Corporate Responsibilities and Roles in FMP Implementation

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

17

Shared Responsibility for Fatigue Management

bull Fatigue management is a shared responsibilitybull Remember the Person-Environment-

Behavior Modelndash You create policies and proceduresndash Necessary knowledge skill ability motivation and

attitudendash Employees behave safely or risky

bull From top-down control to bottom-up involvementbull Interdependent teamwork rather than only

individualized responsibility

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

18

Managementrsquos Commitment to Fatigue Management

bull Employees typically obey authoritybull Fatigue management should be supported from the top but

driven by the bottombull Strategies to increase commitment

ndash Prioritization of safety over productionndash Maintaining a high profile for fatigue in meetingsndash Personal attendance of managers at fatigue meetingsndash Face-to-face meetings with employees featuring fatigue as a topicndash Job descriptions that include safetyfatigue contractsndash Fatigue management leadershipndash Emphasize continued FMP improvement and evaluation

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

19

Prioritization of Driver Fatigue Over Production

bull Increased job performance (eg productivity) may come at the expense of CMV driver fatiguendash Risky behaviors (eg driving while fatigued)

may be rewarded (or not be punished) to increase productivity

ndash May suggest productivity is more important than driver fatigue

bull Fatigue management should be measured and rewarded like productivity

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

20

Maintaining a High Profile for Safety and Fatigue in Meetings

bull Safety as a value and not a priorityndash Priorities change values do not change

and are not compromisedndash Fatigue management should be linked to

all prioritiesbull Including fatigue discussions in meetings reinforces the

belief that fatigue management is a valuendash Illustrates how safety and CMV driver fatigue relate to all

aspects in the organizationbull Reminds employees of your support for reducing fatigue

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

21

Personal Attendance of Managers at Fatigue Meetings

bull Your attendance in fatigue meetings demonstrates a commitment to fatigue managementndash Recognize and acknowledgendash Feedbackndash Prompt safe behaviorndash Model safe behaviorndash Receive feedback directly from employeesndash Observe risky environmental conditions ndash One-to-one communication

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

22

Face-to-Face Meetings with Employees that Feature Fatigue as a Topic

bull Show you value CMV driver fatigue managementbull Provide praise and recognition for safe behavior

and self-reports of fatiguebull Provide corrective fatigue-related feedback

privately bull Receive feedback from the employeebull Develop personal fatigue- related goals

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

23

Job Descriptions that Include SafetyFatigue Contracts

bull Show fatigue management is valuedbull Demonstrate how fatigue relates to the jobbull Provide personal accountability for fatigued driving

performancebull Review non-fatigued driving as an essential job

requirementbull Describe fatigue-related policies and procedures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

24

Fatigue Leadershipbull Leaders inspire people to act bull Fatigue leadership not only from managementbull All employees should be fatigue management

leadersbull Hold themselves and others accountablebull Educate not trainbull Listen firstbull Promote ownership of fatigue improvementbull Allow others to develop methods to reduce fatiguebull Show confidence that safe behavior can be performed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

25

Communication About Fatigue Issues

bull Open and ongoing non-punitive communication involving safety and fatigue

bull Keep formal and informal channels of fatigue communication open

bull Involve regular communication between management supervisors and the workforce

bull Involve drivers (if interested) in developing communication strategies

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

26

Lesson Quiz Lesson 21 What is a suggestion for showing managementrsquos commitment to fatigue

managementA Create top-down controlB Face-to-face meetings with employees featuring fatigue as a topicC Avoid acknowledging drivers for their efforts in fatigue managementD Only encourage individualized responsibility

2 Why is it important to maintain a high profile for fatigue in meetingsA Including fatigue discussions in meetings illustrates how fatigue management

relates to other aspects of the organizationB Management needs to show that they are in control of the fatigue

management programC Meetings are a way to show fatigue management is a priorityD Discussing fatigue in meetings influences top-down involvement

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

27

Lesson Quiz Lesson 2 Continued3 When should individual corrective fatigue management feedback be

givenA In a groupB In driver terminalsC PrivatelyD All the above

4 What statement below is accurate A Fatigue management leaders are not confident that drivers can follow fatigue

management proceduresB Fatigue management leaders train not educate drivers on fatigue

management behaviorsC All employees should be fatigue management leadersD Only management is responsible for fatigue management leadership

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

28

Lesson Quiz Lesson 2 Continued

5 Why is it important to have open and ongoing communication involvement fatigue managementA It ensures management is in control of the fatigue

management processB Communication will help to remind everyone of the

importance of fatigue managementC It provides an opportunity for management to criticize

driversD Reinforce the belief that fatigue management is the

responsibility of drivers

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

29

Lesson 3 Strategies for Engaging and Empowering Staff and Generating Commitment in the FMP

>

10501249

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

30

Empowerment

bull Sharing of authority and responsibility bull Increased perception of controlbull Sharing organizational information and

knowledge that gives employees power to make decisions that directly influence organizational performance and direction

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

31

Importance of Empowerment

bull Cost control organizational flexibility and product quality improvements

bull Increased job satisfaction motivation and organizational citizenship behavior

bull Decreased turnover and absenteeismbull Increased individual recognition

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

32

Increasing Perceptions of Empowerment

bull Three factors impact sense of empowerment

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

33

Increasing Empowerment

bull Strategies for increasing employee empowermentndash Provide a sense of trust that employees will do a good jobndash Provide supportive feedback concerning safe behaviorsndash Actively listen to employees before offering advice or

feedbackndash Allow employees to develop personal goalsndash Allow employees to develop their own strategies for

increasing safe behavior while reducing risky behavior

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

34

Empowerment and Resistance to Change

bull Empowerment diminishes resistance to changendash Allows employees to contribute to the process of

changendash Builds a sense of trustndash Increases a personal sense

of controlndash Provides bottom-up initiativendash Motivates others to accept changendash Provides more responsibility

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

35

Delegation of Responsibility for Fatigue

bull Each employee feels responsible for fatigue and safety in a positive safety culture

bull Delegating responsibility holds all employees accountable

bull Employees will feel responsible and accountable for their fatigue and help co-workers

bull Well-defined responsibilities increases performance

bull A sense of ownership over safety initiatives

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

36

Encouraging Commitment to the Organization

bull Dedication to the organization and willing to work on its behalf

bull 3 factors that contribute to organizational commitmentndash Identity and loyalty to the organizationndash Amount of personal investment made to the organizationndash Personal feelings of obligation to the organization

bull Commitment can be at different levels in the organization

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

37

Benefits of Organizational Commitment

bull Increased job satisfactionbull Increased performancebull Increased involvementbull Decreased job stressbull Decreased resistance to changebull Decreased turnover and absenteeism

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

38

Increasing Organizational Commitment

bull Support from you and supervisorsndash ldquoMy organization and supervisor are on my siderdquo

bull Rewards for goal achievement and other accomplishments

bull Participation in organizational decision makingbull Perceptions of belonging in

the organizationbull Training and commitment from the organization in

employee development

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

39

Lesson Quiz Lesson 31 What is empowerment

A Empowerment means letting your employees do whatever they wantB Giving employees sole responsibility C Sharing information and knowledge so employees can make decisionsD Decrease in managementrsquos responsibility

2 What is a factor that influences employeesrsquo perceptions of empowerment

A Self-efficacyB Personal controlC OptimismD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

40

Lesson Quiz Lesson 3 Continued3 Why is employee empowerment important

A Empowerment can diminish resistance to the FMP because it creates bottom-up involvement

B Empowerment decreases managementrsquos responsibility in the FMPC Empowerment tricks employees in believing they are in controlD Empowerment increases managementrsquos control in the development of the

FMP

4 Why is it important to delegate responsibility for fatigue managementA It reduces responsibility of managementB It increases managementrsquos controlC Decreases employeesrsquo sense of self-efficacyD Accountability increases

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

41

Lesson Quiz Lesson 3 Continued

5 What is a strategy to increase organizational commitmentA Encourage participation in FMP development

and decision-makingB Reduce empowermentC Develop and assign goals to employeesD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

42

Lesson 4 Step-by-Step Guide to Corporate Culture Change

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

43

Corporate Culture Changebull Culture change can be accomplished through the

following steps or techniques1 Top management ldquobuy inrdquo2 Building trust3 Conducting bench marking4 Management training5 Creating a steering committee6 Development of a safety vision7 Defining roles

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

44

Corporate Culture Change8 Developing accountability9 Developing measures10 Developing policies for

recognition11 Awareness education and

kick-off12 Implementing the FMP13 Measuring performance14 Supporting the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

45

Top Management ldquoBuy Inrdquobull Employees often follow authority or top management and

look to them for guidance in times of changebull Champion the FMP through face-to-face interactionsbull Avoid lip service bull Attend and participate in all meetings

concerning the FMPbull Emphasize the benefits of the FMP and

beliefs in its successbull Provide positive feedback praise and recognition for all

employees involved in the FMPbull Be actively involved in the development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

46

Build Trust

bull Involve employees from all levels of the organization in the development of the FMP

bull Seek specific feedback about the FMPbull Actively listen to all concernsbull Provide opportunities for choice in the FMP

development process among employeesbull Consider CMV driver fatigue

management a value and not a prioritybull You should be expected to follow the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

47

Conduct Bench Marking

bull Observation of current fatigue management and fatigue-related characteristics will determine areas in need of improvement

bull Evaluate current best practices to identify proven fatigue management techniques

bull Identify best practices related to your organizationrsquos need for improvement

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

48

Management Training and Education

bull Critical for you to fully understand the concept behind the FMP before developing the FMP

bull Organizational culture change requires all employees to understand the basic principles behind change

bull Management needs training in the best practices related to the FMP in order to champion the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

49

Training Managers

bull Train managers tondash Provide supportive and corrective feedbackndash Become leaders in the FMP developmentndash Provide rewards praise andor recognition for

goal accomplishmentndash Effectively communicate about FMP-related topics

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

50

Steering Committee

bull Steering committee needs to be assembled to provide oversight and support

bull All levels of the organization included on the steering committee including a driver advisory council

bull The steering committee will serve two functionsndash Develop FMP contentndash Develop the process for implementing the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

51

Assembling the Steering Committee

bull What mission will the steering committee servebull What ground rules dictate how the steering committee

will operatebull What will be the suggested authority of the steering

committeebull What limitations are placed on the steering committeebull What are the priorities of the steering committeebull Which people are best suited to be on the steering

committee

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

52

Develop a Safety Vision

bull What is the purpose of the FMPbull How should the FMP affect the future of the

organizationbull What is the ideal outcome of the FMPbull What the current state of fatigue is

within the organizationbull What steps are needed for the organization

to reach the ideal fatigue-related outcome(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

53

Define Roles

bull When defining roles consider each committee memberrsquos strengths and why they have been selected to be on the steering committeendash Who has the most knowledge of current FMP best

practicesndash Who can elicit the most

comprehensive feedback from driversndash Who has knowledge of training and education

principles and proceduresndash Who has knowledge of program administration

and finances

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

54

Develop Accountabilitybull Strive towards self-directed responsibility and

accountability bull Recognize and acknowledge involvement in the FMPbull Hold employees accountable for things in their controlbull Develop SMART (Specific Motivational Achievable

Relevant Trackable) goalsbull Feedback on progression toward goal accomplishmentbull ldquoFact-findrdquo not ldquofault-findrdquobull Focus on process measures instead of

outcome measures (described in Lesson 5)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

55

Develop Measures

bull Develop measures that allow employees to be held accountable

bull Process measures and not outcome measuresbull Focus on specific behaviors that can be easily defined

tracked and are related to individual and group goalsndash For group goals group performance

measures should be developedndash For individual goals personal

performance measures should be developed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

56

Develop Policies for Recognition

bull Specific behaviorsbull Participation in FMP development implementation and

evaluationbull Policies for recognition and rewards should be well

defined and easily understoodbull Achievable but motivatingbull Develop policies for both group and individual

recognitionbull Group recognition should not be contingent on an

individualrsquos failure(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

57

Awareness Education and Kick-Off

bull All employees must be aware of and educated on the purpose policies and procedures involved in the FMP

bull Awareness and education help to reduce resistance to the FMP

bull Holding a kick-off meeting(s) helps show your support and ldquobuy-inrdquo for the FMP

bull Ensure all employees fully understand the reason behind the FMP and how it works

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

58

Implement the FMP

bull After the all previous steps have been completed the FMP should be implemented

bull Keep all lines of communication open to answer any questions related to the FMP

bull Show continued support by maintaining a high profile in all meetings relating to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

59

Measure Performance

bull Continued measurement is criticalbull Measurement helps gauge the impact of

the FMP and employee acceptancebull Use predefined measures developed by the

steering committeebull Use both quantitative and qualitative

measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

60

Support the FMPbull Need to show continued support for

the FMPbull Formal and informal communication

to gather feedback regarding the FMPbull Follow through with pre-defined rules

for reward and recognitionbull Visibility and participation in all meetings related to the FMPbull Actively listen to all feedback and address issues with the

steering committee bull Post weeklymonthly charts tracking

progress of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

61

Lesson Quiz Lesson 41 How can management show FMP ldquobuy-inrdquo

A Actively participate in all meetings concerning the FMPB Avoid lip serviceC Provide positive feedback praise and recognition for all employees

involved in the FMPD All the above

2 Why is it important to conduct fatigue management bench marking

A To identify drivers that practice bad fatigue managementB To evaluate the current overall state of driver fatigueC To punish those employees that do not support fatigue managementD Build trust

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

62

Lesson Quiz Lesson 4 Continued3 Who should make up the FMP steering committee

A Only managementB Only driversC Representatives from all levels of the organization affected by the

FMPD Both management and drivers

4 What is a strategy to develop accountabilityA Develop SMART goalsB Provide feedback on progression toward goals accomplishmentC ldquoFact-findrdquo not ldquofault-findrdquoD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

63

Lesson Quiz Lesson 4 Continued

5 What kind of measures should be developedA Only individual performance measuresB Only group performance measuresC Both individual and group performance

measuresD Only outcome measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

64

Lesson 5 Performance Measures to Gauge the Efficacy of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

65

You Canrsquot Manage What You Canrsquot Measure

bull What is the current level of performancebull To know if interventions are changing behavior you have

to measure and track what it is you want to changebull Measuring behaviors allows them

to be monitored and reviewedbull Operationally define behaviors so

they can be trackedbull Measurement can be focused on the specific behavior

(process measures) or the result of the behavior (outcome measures)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

66

Process Measures

bull Measures that focus on the occurrence of specific behaviors

bull Process measures have been found to increase the occurrence of safe behaviors in transportation

bull Process measures specific to the FMPndash Follow policies and proceduresndash Policies and procedures implemented correctlyndash Information on the FMP has been conveyed ndash Subjective perceptions and opinions of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

67

Following FMP Policies and Procedures

bull FMP policies and procedures have to be followed for the program to be successful

bull Amount of time exercising per week vs medical opinion of amount of exercise needed

bull Percentage of safety meetings attendedbull The amount of fatigue feedback givenreceived in

a given time bull Percentage of time a continuous positive

airway pressure machine (CPAP) is used (if necessary)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

68

FMP Policies and Procedures Implemented Correctly

bull There are a number of specific behaviors that influence if policies and procedures are implemented correctly

bull The number of concerns addressed in the development of FMP policies and procedures

bull The number of feedback provided by employees that indicated a resistance to FMP implementation

bull The number of employees who earn FMP recognition

bull GPS tracking of trucks for miles traveled idle time engine off time on-duty hours and driving hours

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 14: Module 2 Safety Culture and Management Practices

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14

Lesson Quiz Lesson 1 Continued3 Which of the following statements is true

A Crashes are usually not the result of risky behaviorB An organizationrsquos safety culture has little affect on their crashes and injuriesC Crashes are usually the result of risky behaviorD It is not important to have a positive safety culture before implementing the

FMP4 What is the correct order of steps when implementing a fatigue risk

management system (FRMS)E Identify where the FRMS applies collect and analyze data identify fatigue risk assess

safety risk set measures and countermeasures and effectiveness evaluationF Assess safety risk identify fatigue risk identify where the FRMS applies set measures

and countermeasures collect and analyze data and effectiveness evaluationG Identify fatigue risk identify where the FRMS applies collect and analyze data assess

safety risk set measures and countermeasures and effectiveness evaluationH Collect and analyze data identify where the FRMS applies assess safety risk identify

fatigue risk set measures and countermeasures and effectiveness evaluation

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

15

Lesson Quiz Lesson 1 Continued

5 What is a core component of a fatigue risk management systemA Fatigue management policyB Process for employees to report fatigueC Process for investigating how fatigue contributes

to crashesD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

16

Lesson 2 Corporate Responsibilities and Roles in FMP Implementation

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

17

Shared Responsibility for Fatigue Management

bull Fatigue management is a shared responsibilitybull Remember the Person-Environment-

Behavior Modelndash You create policies and proceduresndash Necessary knowledge skill ability motivation and

attitudendash Employees behave safely or risky

bull From top-down control to bottom-up involvementbull Interdependent teamwork rather than only

individualized responsibility

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

18

Managementrsquos Commitment to Fatigue Management

bull Employees typically obey authoritybull Fatigue management should be supported from the top but

driven by the bottombull Strategies to increase commitment

ndash Prioritization of safety over productionndash Maintaining a high profile for fatigue in meetingsndash Personal attendance of managers at fatigue meetingsndash Face-to-face meetings with employees featuring fatigue as a topicndash Job descriptions that include safetyfatigue contractsndash Fatigue management leadershipndash Emphasize continued FMP improvement and evaluation

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

19

Prioritization of Driver Fatigue Over Production

bull Increased job performance (eg productivity) may come at the expense of CMV driver fatiguendash Risky behaviors (eg driving while fatigued)

may be rewarded (or not be punished) to increase productivity

ndash May suggest productivity is more important than driver fatigue

bull Fatigue management should be measured and rewarded like productivity

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

20

Maintaining a High Profile for Safety and Fatigue in Meetings

bull Safety as a value and not a priorityndash Priorities change values do not change

and are not compromisedndash Fatigue management should be linked to

all prioritiesbull Including fatigue discussions in meetings reinforces the

belief that fatigue management is a valuendash Illustrates how safety and CMV driver fatigue relate to all

aspects in the organizationbull Reminds employees of your support for reducing fatigue

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

21

Personal Attendance of Managers at Fatigue Meetings

bull Your attendance in fatigue meetings demonstrates a commitment to fatigue managementndash Recognize and acknowledgendash Feedbackndash Prompt safe behaviorndash Model safe behaviorndash Receive feedback directly from employeesndash Observe risky environmental conditions ndash One-to-one communication

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

22

Face-to-Face Meetings with Employees that Feature Fatigue as a Topic

bull Show you value CMV driver fatigue managementbull Provide praise and recognition for safe behavior

and self-reports of fatiguebull Provide corrective fatigue-related feedback

privately bull Receive feedback from the employeebull Develop personal fatigue- related goals

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

23

Job Descriptions that Include SafetyFatigue Contracts

bull Show fatigue management is valuedbull Demonstrate how fatigue relates to the jobbull Provide personal accountability for fatigued driving

performancebull Review non-fatigued driving as an essential job

requirementbull Describe fatigue-related policies and procedures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

24

Fatigue Leadershipbull Leaders inspire people to act bull Fatigue leadership not only from managementbull All employees should be fatigue management

leadersbull Hold themselves and others accountablebull Educate not trainbull Listen firstbull Promote ownership of fatigue improvementbull Allow others to develop methods to reduce fatiguebull Show confidence that safe behavior can be performed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

25

Communication About Fatigue Issues

bull Open and ongoing non-punitive communication involving safety and fatigue

bull Keep formal and informal channels of fatigue communication open

bull Involve regular communication between management supervisors and the workforce

bull Involve drivers (if interested) in developing communication strategies

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

26

Lesson Quiz Lesson 21 What is a suggestion for showing managementrsquos commitment to fatigue

managementA Create top-down controlB Face-to-face meetings with employees featuring fatigue as a topicC Avoid acknowledging drivers for their efforts in fatigue managementD Only encourage individualized responsibility

2 Why is it important to maintain a high profile for fatigue in meetingsA Including fatigue discussions in meetings illustrates how fatigue management

relates to other aspects of the organizationB Management needs to show that they are in control of the fatigue

management programC Meetings are a way to show fatigue management is a priorityD Discussing fatigue in meetings influences top-down involvement

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

27

Lesson Quiz Lesson 2 Continued3 When should individual corrective fatigue management feedback be

givenA In a groupB In driver terminalsC PrivatelyD All the above

4 What statement below is accurate A Fatigue management leaders are not confident that drivers can follow fatigue

management proceduresB Fatigue management leaders train not educate drivers on fatigue

management behaviorsC All employees should be fatigue management leadersD Only management is responsible for fatigue management leadership

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

28

Lesson Quiz Lesson 2 Continued

5 Why is it important to have open and ongoing communication involvement fatigue managementA It ensures management is in control of the fatigue

management processB Communication will help to remind everyone of the

importance of fatigue managementC It provides an opportunity for management to criticize

driversD Reinforce the belief that fatigue management is the

responsibility of drivers

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

29

Lesson 3 Strategies for Engaging and Empowering Staff and Generating Commitment in the FMP

>

10501249

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

30

Empowerment

bull Sharing of authority and responsibility bull Increased perception of controlbull Sharing organizational information and

knowledge that gives employees power to make decisions that directly influence organizational performance and direction

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

31

Importance of Empowerment

bull Cost control organizational flexibility and product quality improvements

bull Increased job satisfaction motivation and organizational citizenship behavior

bull Decreased turnover and absenteeismbull Increased individual recognition

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

32

Increasing Perceptions of Empowerment

bull Three factors impact sense of empowerment

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

33

Increasing Empowerment

bull Strategies for increasing employee empowermentndash Provide a sense of trust that employees will do a good jobndash Provide supportive feedback concerning safe behaviorsndash Actively listen to employees before offering advice or

feedbackndash Allow employees to develop personal goalsndash Allow employees to develop their own strategies for

increasing safe behavior while reducing risky behavior

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

34

Empowerment and Resistance to Change

bull Empowerment diminishes resistance to changendash Allows employees to contribute to the process of

changendash Builds a sense of trustndash Increases a personal sense

of controlndash Provides bottom-up initiativendash Motivates others to accept changendash Provides more responsibility

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

35

Delegation of Responsibility for Fatigue

bull Each employee feels responsible for fatigue and safety in a positive safety culture

bull Delegating responsibility holds all employees accountable

bull Employees will feel responsible and accountable for their fatigue and help co-workers

bull Well-defined responsibilities increases performance

bull A sense of ownership over safety initiatives

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

36

Encouraging Commitment to the Organization

bull Dedication to the organization and willing to work on its behalf

bull 3 factors that contribute to organizational commitmentndash Identity and loyalty to the organizationndash Amount of personal investment made to the organizationndash Personal feelings of obligation to the organization

bull Commitment can be at different levels in the organization

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

37

Benefits of Organizational Commitment

bull Increased job satisfactionbull Increased performancebull Increased involvementbull Decreased job stressbull Decreased resistance to changebull Decreased turnover and absenteeism

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

38

Increasing Organizational Commitment

bull Support from you and supervisorsndash ldquoMy organization and supervisor are on my siderdquo

bull Rewards for goal achievement and other accomplishments

bull Participation in organizational decision makingbull Perceptions of belonging in

the organizationbull Training and commitment from the organization in

employee development

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

39

Lesson Quiz Lesson 31 What is empowerment

A Empowerment means letting your employees do whatever they wantB Giving employees sole responsibility C Sharing information and knowledge so employees can make decisionsD Decrease in managementrsquos responsibility

2 What is a factor that influences employeesrsquo perceptions of empowerment

A Self-efficacyB Personal controlC OptimismD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

40

Lesson Quiz Lesson 3 Continued3 Why is employee empowerment important

A Empowerment can diminish resistance to the FMP because it creates bottom-up involvement

B Empowerment decreases managementrsquos responsibility in the FMPC Empowerment tricks employees in believing they are in controlD Empowerment increases managementrsquos control in the development of the

FMP

4 Why is it important to delegate responsibility for fatigue managementA It reduces responsibility of managementB It increases managementrsquos controlC Decreases employeesrsquo sense of self-efficacyD Accountability increases

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

41

Lesson Quiz Lesson 3 Continued

5 What is a strategy to increase organizational commitmentA Encourage participation in FMP development

and decision-makingB Reduce empowermentC Develop and assign goals to employeesD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

42

Lesson 4 Step-by-Step Guide to Corporate Culture Change

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

43

Corporate Culture Changebull Culture change can be accomplished through the

following steps or techniques1 Top management ldquobuy inrdquo2 Building trust3 Conducting bench marking4 Management training5 Creating a steering committee6 Development of a safety vision7 Defining roles

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

44

Corporate Culture Change8 Developing accountability9 Developing measures10 Developing policies for

recognition11 Awareness education and

kick-off12 Implementing the FMP13 Measuring performance14 Supporting the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

45

Top Management ldquoBuy Inrdquobull Employees often follow authority or top management and

look to them for guidance in times of changebull Champion the FMP through face-to-face interactionsbull Avoid lip service bull Attend and participate in all meetings

concerning the FMPbull Emphasize the benefits of the FMP and

beliefs in its successbull Provide positive feedback praise and recognition for all

employees involved in the FMPbull Be actively involved in the development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

46

Build Trust

bull Involve employees from all levels of the organization in the development of the FMP

bull Seek specific feedback about the FMPbull Actively listen to all concernsbull Provide opportunities for choice in the FMP

development process among employeesbull Consider CMV driver fatigue

management a value and not a prioritybull You should be expected to follow the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

47

Conduct Bench Marking

bull Observation of current fatigue management and fatigue-related characteristics will determine areas in need of improvement

bull Evaluate current best practices to identify proven fatigue management techniques

bull Identify best practices related to your organizationrsquos need for improvement

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

48

Management Training and Education

bull Critical for you to fully understand the concept behind the FMP before developing the FMP

bull Organizational culture change requires all employees to understand the basic principles behind change

bull Management needs training in the best practices related to the FMP in order to champion the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

49

Training Managers

bull Train managers tondash Provide supportive and corrective feedbackndash Become leaders in the FMP developmentndash Provide rewards praise andor recognition for

goal accomplishmentndash Effectively communicate about FMP-related topics

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

50

Steering Committee

bull Steering committee needs to be assembled to provide oversight and support

bull All levels of the organization included on the steering committee including a driver advisory council

bull The steering committee will serve two functionsndash Develop FMP contentndash Develop the process for implementing the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

51

Assembling the Steering Committee

bull What mission will the steering committee servebull What ground rules dictate how the steering committee

will operatebull What will be the suggested authority of the steering

committeebull What limitations are placed on the steering committeebull What are the priorities of the steering committeebull Which people are best suited to be on the steering

committee

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

52

Develop a Safety Vision

bull What is the purpose of the FMPbull How should the FMP affect the future of the

organizationbull What is the ideal outcome of the FMPbull What the current state of fatigue is

within the organizationbull What steps are needed for the organization

to reach the ideal fatigue-related outcome(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

53

Define Roles

bull When defining roles consider each committee memberrsquos strengths and why they have been selected to be on the steering committeendash Who has the most knowledge of current FMP best

practicesndash Who can elicit the most

comprehensive feedback from driversndash Who has knowledge of training and education

principles and proceduresndash Who has knowledge of program administration

and finances

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

54

Develop Accountabilitybull Strive towards self-directed responsibility and

accountability bull Recognize and acknowledge involvement in the FMPbull Hold employees accountable for things in their controlbull Develop SMART (Specific Motivational Achievable

Relevant Trackable) goalsbull Feedback on progression toward goal accomplishmentbull ldquoFact-findrdquo not ldquofault-findrdquobull Focus on process measures instead of

outcome measures (described in Lesson 5)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

55

Develop Measures

bull Develop measures that allow employees to be held accountable

bull Process measures and not outcome measuresbull Focus on specific behaviors that can be easily defined

tracked and are related to individual and group goalsndash For group goals group performance

measures should be developedndash For individual goals personal

performance measures should be developed

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56

Develop Policies for Recognition

bull Specific behaviorsbull Participation in FMP development implementation and

evaluationbull Policies for recognition and rewards should be well

defined and easily understoodbull Achievable but motivatingbull Develop policies for both group and individual

recognitionbull Group recognition should not be contingent on an

individualrsquos failure(s)

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57

Awareness Education and Kick-Off

bull All employees must be aware of and educated on the purpose policies and procedures involved in the FMP

bull Awareness and education help to reduce resistance to the FMP

bull Holding a kick-off meeting(s) helps show your support and ldquobuy-inrdquo for the FMP

bull Ensure all employees fully understand the reason behind the FMP and how it works

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

58

Implement the FMP

bull After the all previous steps have been completed the FMP should be implemented

bull Keep all lines of communication open to answer any questions related to the FMP

bull Show continued support by maintaining a high profile in all meetings relating to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

59

Measure Performance

bull Continued measurement is criticalbull Measurement helps gauge the impact of

the FMP and employee acceptancebull Use predefined measures developed by the

steering committeebull Use both quantitative and qualitative

measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

60

Support the FMPbull Need to show continued support for

the FMPbull Formal and informal communication

to gather feedback regarding the FMPbull Follow through with pre-defined rules

for reward and recognitionbull Visibility and participation in all meetings related to the FMPbull Actively listen to all feedback and address issues with the

steering committee bull Post weeklymonthly charts tracking

progress of the FMP

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61

Lesson Quiz Lesson 41 How can management show FMP ldquobuy-inrdquo

A Actively participate in all meetings concerning the FMPB Avoid lip serviceC Provide positive feedback praise and recognition for all employees

involved in the FMPD All the above

2 Why is it important to conduct fatigue management bench marking

A To identify drivers that practice bad fatigue managementB To evaluate the current overall state of driver fatigueC To punish those employees that do not support fatigue managementD Build trust

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

62

Lesson Quiz Lesson 4 Continued3 Who should make up the FMP steering committee

A Only managementB Only driversC Representatives from all levels of the organization affected by the

FMPD Both management and drivers

4 What is a strategy to develop accountabilityA Develop SMART goalsB Provide feedback on progression toward goals accomplishmentC ldquoFact-findrdquo not ldquofault-findrdquoD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

63

Lesson Quiz Lesson 4 Continued

5 What kind of measures should be developedA Only individual performance measuresB Only group performance measuresC Both individual and group performance

measuresD Only outcome measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

64

Lesson 5 Performance Measures to Gauge the Efficacy of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

65

You Canrsquot Manage What You Canrsquot Measure

bull What is the current level of performancebull To know if interventions are changing behavior you have

to measure and track what it is you want to changebull Measuring behaviors allows them

to be monitored and reviewedbull Operationally define behaviors so

they can be trackedbull Measurement can be focused on the specific behavior

(process measures) or the result of the behavior (outcome measures)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

66

Process Measures

bull Measures that focus on the occurrence of specific behaviors

bull Process measures have been found to increase the occurrence of safe behaviors in transportation

bull Process measures specific to the FMPndash Follow policies and proceduresndash Policies and procedures implemented correctlyndash Information on the FMP has been conveyed ndash Subjective perceptions and opinions of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

67

Following FMP Policies and Procedures

bull FMP policies and procedures have to be followed for the program to be successful

bull Amount of time exercising per week vs medical opinion of amount of exercise needed

bull Percentage of safety meetings attendedbull The amount of fatigue feedback givenreceived in

a given time bull Percentage of time a continuous positive

airway pressure machine (CPAP) is used (if necessary)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

68

FMP Policies and Procedures Implemented Correctly

bull There are a number of specific behaviors that influence if policies and procedures are implemented correctly

bull The number of concerns addressed in the development of FMP policies and procedures

bull The number of feedback provided by employees that indicated a resistance to FMP implementation

bull The number of employees who earn FMP recognition

bull GPS tracking of trucks for miles traveled idle time engine off time on-duty hours and driving hours

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 15: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

15

Lesson Quiz Lesson 1 Continued

5 What is a core component of a fatigue risk management systemA Fatigue management policyB Process for employees to report fatigueC Process for investigating how fatigue contributes

to crashesD All the above

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16

Lesson 2 Corporate Responsibilities and Roles in FMP Implementation

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

17

Shared Responsibility for Fatigue Management

bull Fatigue management is a shared responsibilitybull Remember the Person-Environment-

Behavior Modelndash You create policies and proceduresndash Necessary knowledge skill ability motivation and

attitudendash Employees behave safely or risky

bull From top-down control to bottom-up involvementbull Interdependent teamwork rather than only

individualized responsibility

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

18

Managementrsquos Commitment to Fatigue Management

bull Employees typically obey authoritybull Fatigue management should be supported from the top but

driven by the bottombull Strategies to increase commitment

ndash Prioritization of safety over productionndash Maintaining a high profile for fatigue in meetingsndash Personal attendance of managers at fatigue meetingsndash Face-to-face meetings with employees featuring fatigue as a topicndash Job descriptions that include safetyfatigue contractsndash Fatigue management leadershipndash Emphasize continued FMP improvement and evaluation

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

19

Prioritization of Driver Fatigue Over Production

bull Increased job performance (eg productivity) may come at the expense of CMV driver fatiguendash Risky behaviors (eg driving while fatigued)

may be rewarded (or not be punished) to increase productivity

ndash May suggest productivity is more important than driver fatigue

bull Fatigue management should be measured and rewarded like productivity

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

20

Maintaining a High Profile for Safety and Fatigue in Meetings

bull Safety as a value and not a priorityndash Priorities change values do not change

and are not compromisedndash Fatigue management should be linked to

all prioritiesbull Including fatigue discussions in meetings reinforces the

belief that fatigue management is a valuendash Illustrates how safety and CMV driver fatigue relate to all

aspects in the organizationbull Reminds employees of your support for reducing fatigue

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

21

Personal Attendance of Managers at Fatigue Meetings

bull Your attendance in fatigue meetings demonstrates a commitment to fatigue managementndash Recognize and acknowledgendash Feedbackndash Prompt safe behaviorndash Model safe behaviorndash Receive feedback directly from employeesndash Observe risky environmental conditions ndash One-to-one communication

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

22

Face-to-Face Meetings with Employees that Feature Fatigue as a Topic

bull Show you value CMV driver fatigue managementbull Provide praise and recognition for safe behavior

and self-reports of fatiguebull Provide corrective fatigue-related feedback

privately bull Receive feedback from the employeebull Develop personal fatigue- related goals

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

23

Job Descriptions that Include SafetyFatigue Contracts

bull Show fatigue management is valuedbull Demonstrate how fatigue relates to the jobbull Provide personal accountability for fatigued driving

performancebull Review non-fatigued driving as an essential job

requirementbull Describe fatigue-related policies and procedures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

24

Fatigue Leadershipbull Leaders inspire people to act bull Fatigue leadership not only from managementbull All employees should be fatigue management

leadersbull Hold themselves and others accountablebull Educate not trainbull Listen firstbull Promote ownership of fatigue improvementbull Allow others to develop methods to reduce fatiguebull Show confidence that safe behavior can be performed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

25

Communication About Fatigue Issues

bull Open and ongoing non-punitive communication involving safety and fatigue

bull Keep formal and informal channels of fatigue communication open

bull Involve regular communication between management supervisors and the workforce

bull Involve drivers (if interested) in developing communication strategies

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

26

Lesson Quiz Lesson 21 What is a suggestion for showing managementrsquos commitment to fatigue

managementA Create top-down controlB Face-to-face meetings with employees featuring fatigue as a topicC Avoid acknowledging drivers for their efforts in fatigue managementD Only encourage individualized responsibility

2 Why is it important to maintain a high profile for fatigue in meetingsA Including fatigue discussions in meetings illustrates how fatigue management

relates to other aspects of the organizationB Management needs to show that they are in control of the fatigue

management programC Meetings are a way to show fatigue management is a priorityD Discussing fatigue in meetings influences top-down involvement

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

27

Lesson Quiz Lesson 2 Continued3 When should individual corrective fatigue management feedback be

givenA In a groupB In driver terminalsC PrivatelyD All the above

4 What statement below is accurate A Fatigue management leaders are not confident that drivers can follow fatigue

management proceduresB Fatigue management leaders train not educate drivers on fatigue

management behaviorsC All employees should be fatigue management leadersD Only management is responsible for fatigue management leadership

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

28

Lesson Quiz Lesson 2 Continued

5 Why is it important to have open and ongoing communication involvement fatigue managementA It ensures management is in control of the fatigue

management processB Communication will help to remind everyone of the

importance of fatigue managementC It provides an opportunity for management to criticize

driversD Reinforce the belief that fatigue management is the

responsibility of drivers

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

29

Lesson 3 Strategies for Engaging and Empowering Staff and Generating Commitment in the FMP

>

10501249

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

30

Empowerment

bull Sharing of authority and responsibility bull Increased perception of controlbull Sharing organizational information and

knowledge that gives employees power to make decisions that directly influence organizational performance and direction

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

31

Importance of Empowerment

bull Cost control organizational flexibility and product quality improvements

bull Increased job satisfaction motivation and organizational citizenship behavior

bull Decreased turnover and absenteeismbull Increased individual recognition

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

32

Increasing Perceptions of Empowerment

bull Three factors impact sense of empowerment

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

33

Increasing Empowerment

bull Strategies for increasing employee empowermentndash Provide a sense of trust that employees will do a good jobndash Provide supportive feedback concerning safe behaviorsndash Actively listen to employees before offering advice or

feedbackndash Allow employees to develop personal goalsndash Allow employees to develop their own strategies for

increasing safe behavior while reducing risky behavior

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

34

Empowerment and Resistance to Change

bull Empowerment diminishes resistance to changendash Allows employees to contribute to the process of

changendash Builds a sense of trustndash Increases a personal sense

of controlndash Provides bottom-up initiativendash Motivates others to accept changendash Provides more responsibility

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

35

Delegation of Responsibility for Fatigue

bull Each employee feels responsible for fatigue and safety in a positive safety culture

bull Delegating responsibility holds all employees accountable

bull Employees will feel responsible and accountable for their fatigue and help co-workers

bull Well-defined responsibilities increases performance

bull A sense of ownership over safety initiatives

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

36

Encouraging Commitment to the Organization

bull Dedication to the organization and willing to work on its behalf

bull 3 factors that contribute to organizational commitmentndash Identity and loyalty to the organizationndash Amount of personal investment made to the organizationndash Personal feelings of obligation to the organization

bull Commitment can be at different levels in the organization

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

37

Benefits of Organizational Commitment

bull Increased job satisfactionbull Increased performancebull Increased involvementbull Decreased job stressbull Decreased resistance to changebull Decreased turnover and absenteeism

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

38

Increasing Organizational Commitment

bull Support from you and supervisorsndash ldquoMy organization and supervisor are on my siderdquo

bull Rewards for goal achievement and other accomplishments

bull Participation in organizational decision makingbull Perceptions of belonging in

the organizationbull Training and commitment from the organization in

employee development

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

39

Lesson Quiz Lesson 31 What is empowerment

A Empowerment means letting your employees do whatever they wantB Giving employees sole responsibility C Sharing information and knowledge so employees can make decisionsD Decrease in managementrsquos responsibility

2 What is a factor that influences employeesrsquo perceptions of empowerment

A Self-efficacyB Personal controlC OptimismD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

40

Lesson Quiz Lesson 3 Continued3 Why is employee empowerment important

A Empowerment can diminish resistance to the FMP because it creates bottom-up involvement

B Empowerment decreases managementrsquos responsibility in the FMPC Empowerment tricks employees in believing they are in controlD Empowerment increases managementrsquos control in the development of the

FMP

4 Why is it important to delegate responsibility for fatigue managementA It reduces responsibility of managementB It increases managementrsquos controlC Decreases employeesrsquo sense of self-efficacyD Accountability increases

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

41

Lesson Quiz Lesson 3 Continued

5 What is a strategy to increase organizational commitmentA Encourage participation in FMP development

and decision-makingB Reduce empowermentC Develop and assign goals to employeesD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

42

Lesson 4 Step-by-Step Guide to Corporate Culture Change

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

43

Corporate Culture Changebull Culture change can be accomplished through the

following steps or techniques1 Top management ldquobuy inrdquo2 Building trust3 Conducting bench marking4 Management training5 Creating a steering committee6 Development of a safety vision7 Defining roles

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

44

Corporate Culture Change8 Developing accountability9 Developing measures10 Developing policies for

recognition11 Awareness education and

kick-off12 Implementing the FMP13 Measuring performance14 Supporting the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

45

Top Management ldquoBuy Inrdquobull Employees often follow authority or top management and

look to them for guidance in times of changebull Champion the FMP through face-to-face interactionsbull Avoid lip service bull Attend and participate in all meetings

concerning the FMPbull Emphasize the benefits of the FMP and

beliefs in its successbull Provide positive feedback praise and recognition for all

employees involved in the FMPbull Be actively involved in the development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

46

Build Trust

bull Involve employees from all levels of the organization in the development of the FMP

bull Seek specific feedback about the FMPbull Actively listen to all concernsbull Provide opportunities for choice in the FMP

development process among employeesbull Consider CMV driver fatigue

management a value and not a prioritybull You should be expected to follow the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

47

Conduct Bench Marking

bull Observation of current fatigue management and fatigue-related characteristics will determine areas in need of improvement

bull Evaluate current best practices to identify proven fatigue management techniques

bull Identify best practices related to your organizationrsquos need for improvement

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

48

Management Training and Education

bull Critical for you to fully understand the concept behind the FMP before developing the FMP

bull Organizational culture change requires all employees to understand the basic principles behind change

bull Management needs training in the best practices related to the FMP in order to champion the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

49

Training Managers

bull Train managers tondash Provide supportive and corrective feedbackndash Become leaders in the FMP developmentndash Provide rewards praise andor recognition for

goal accomplishmentndash Effectively communicate about FMP-related topics

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

50

Steering Committee

bull Steering committee needs to be assembled to provide oversight and support

bull All levels of the organization included on the steering committee including a driver advisory council

bull The steering committee will serve two functionsndash Develop FMP contentndash Develop the process for implementing the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

51

Assembling the Steering Committee

bull What mission will the steering committee servebull What ground rules dictate how the steering committee

will operatebull What will be the suggested authority of the steering

committeebull What limitations are placed on the steering committeebull What are the priorities of the steering committeebull Which people are best suited to be on the steering

committee

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

52

Develop a Safety Vision

bull What is the purpose of the FMPbull How should the FMP affect the future of the

organizationbull What is the ideal outcome of the FMPbull What the current state of fatigue is

within the organizationbull What steps are needed for the organization

to reach the ideal fatigue-related outcome(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

53

Define Roles

bull When defining roles consider each committee memberrsquos strengths and why they have been selected to be on the steering committeendash Who has the most knowledge of current FMP best

practicesndash Who can elicit the most

comprehensive feedback from driversndash Who has knowledge of training and education

principles and proceduresndash Who has knowledge of program administration

and finances

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

54

Develop Accountabilitybull Strive towards self-directed responsibility and

accountability bull Recognize and acknowledge involvement in the FMPbull Hold employees accountable for things in their controlbull Develop SMART (Specific Motivational Achievable

Relevant Trackable) goalsbull Feedback on progression toward goal accomplishmentbull ldquoFact-findrdquo not ldquofault-findrdquobull Focus on process measures instead of

outcome measures (described in Lesson 5)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

55

Develop Measures

bull Develop measures that allow employees to be held accountable

bull Process measures and not outcome measuresbull Focus on specific behaviors that can be easily defined

tracked and are related to individual and group goalsndash For group goals group performance

measures should be developedndash For individual goals personal

performance measures should be developed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

56

Develop Policies for Recognition

bull Specific behaviorsbull Participation in FMP development implementation and

evaluationbull Policies for recognition and rewards should be well

defined and easily understoodbull Achievable but motivatingbull Develop policies for both group and individual

recognitionbull Group recognition should not be contingent on an

individualrsquos failure(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

57

Awareness Education and Kick-Off

bull All employees must be aware of and educated on the purpose policies and procedures involved in the FMP

bull Awareness and education help to reduce resistance to the FMP

bull Holding a kick-off meeting(s) helps show your support and ldquobuy-inrdquo for the FMP

bull Ensure all employees fully understand the reason behind the FMP and how it works

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

58

Implement the FMP

bull After the all previous steps have been completed the FMP should be implemented

bull Keep all lines of communication open to answer any questions related to the FMP

bull Show continued support by maintaining a high profile in all meetings relating to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

59

Measure Performance

bull Continued measurement is criticalbull Measurement helps gauge the impact of

the FMP and employee acceptancebull Use predefined measures developed by the

steering committeebull Use both quantitative and qualitative

measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

60

Support the FMPbull Need to show continued support for

the FMPbull Formal and informal communication

to gather feedback regarding the FMPbull Follow through with pre-defined rules

for reward and recognitionbull Visibility and participation in all meetings related to the FMPbull Actively listen to all feedback and address issues with the

steering committee bull Post weeklymonthly charts tracking

progress of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

61

Lesson Quiz Lesson 41 How can management show FMP ldquobuy-inrdquo

A Actively participate in all meetings concerning the FMPB Avoid lip serviceC Provide positive feedback praise and recognition for all employees

involved in the FMPD All the above

2 Why is it important to conduct fatigue management bench marking

A To identify drivers that practice bad fatigue managementB To evaluate the current overall state of driver fatigueC To punish those employees that do not support fatigue managementD Build trust

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62

Lesson Quiz Lesson 4 Continued3 Who should make up the FMP steering committee

A Only managementB Only driversC Representatives from all levels of the organization affected by the

FMPD Both management and drivers

4 What is a strategy to develop accountabilityA Develop SMART goalsB Provide feedback on progression toward goals accomplishmentC ldquoFact-findrdquo not ldquofault-findrdquoD All the above

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63

Lesson Quiz Lesson 4 Continued

5 What kind of measures should be developedA Only individual performance measuresB Only group performance measuresC Both individual and group performance

measuresD Only outcome measures

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64

Lesson 5 Performance Measures to Gauge the Efficacy of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

65

You Canrsquot Manage What You Canrsquot Measure

bull What is the current level of performancebull To know if interventions are changing behavior you have

to measure and track what it is you want to changebull Measuring behaviors allows them

to be monitored and reviewedbull Operationally define behaviors so

they can be trackedbull Measurement can be focused on the specific behavior

(process measures) or the result of the behavior (outcome measures)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

66

Process Measures

bull Measures that focus on the occurrence of specific behaviors

bull Process measures have been found to increase the occurrence of safe behaviors in transportation

bull Process measures specific to the FMPndash Follow policies and proceduresndash Policies and procedures implemented correctlyndash Information on the FMP has been conveyed ndash Subjective perceptions and opinions of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

67

Following FMP Policies and Procedures

bull FMP policies and procedures have to be followed for the program to be successful

bull Amount of time exercising per week vs medical opinion of amount of exercise needed

bull Percentage of safety meetings attendedbull The amount of fatigue feedback givenreceived in

a given time bull Percentage of time a continuous positive

airway pressure machine (CPAP) is used (if necessary)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

68

FMP Policies and Procedures Implemented Correctly

bull There are a number of specific behaviors that influence if policies and procedures are implemented correctly

bull The number of concerns addressed in the development of FMP policies and procedures

bull The number of feedback provided by employees that indicated a resistance to FMP implementation

bull The number of employees who earn FMP recognition

bull GPS tracking of trucks for miles traveled idle time engine off time on-duty hours and driving hours

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

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72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

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80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

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83

Conclusion Review and Summary

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84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

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85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

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86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 16: Module 2 Safety Culture and Management Practices

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16

Lesson 2 Corporate Responsibilities and Roles in FMP Implementation

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

17

Shared Responsibility for Fatigue Management

bull Fatigue management is a shared responsibilitybull Remember the Person-Environment-

Behavior Modelndash You create policies and proceduresndash Necessary knowledge skill ability motivation and

attitudendash Employees behave safely or risky

bull From top-down control to bottom-up involvementbull Interdependent teamwork rather than only

individualized responsibility

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

18

Managementrsquos Commitment to Fatigue Management

bull Employees typically obey authoritybull Fatigue management should be supported from the top but

driven by the bottombull Strategies to increase commitment

ndash Prioritization of safety over productionndash Maintaining a high profile for fatigue in meetingsndash Personal attendance of managers at fatigue meetingsndash Face-to-face meetings with employees featuring fatigue as a topicndash Job descriptions that include safetyfatigue contractsndash Fatigue management leadershipndash Emphasize continued FMP improvement and evaluation

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

19

Prioritization of Driver Fatigue Over Production

bull Increased job performance (eg productivity) may come at the expense of CMV driver fatiguendash Risky behaviors (eg driving while fatigued)

may be rewarded (or not be punished) to increase productivity

ndash May suggest productivity is more important than driver fatigue

bull Fatigue management should be measured and rewarded like productivity

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

20

Maintaining a High Profile for Safety and Fatigue in Meetings

bull Safety as a value and not a priorityndash Priorities change values do not change

and are not compromisedndash Fatigue management should be linked to

all prioritiesbull Including fatigue discussions in meetings reinforces the

belief that fatigue management is a valuendash Illustrates how safety and CMV driver fatigue relate to all

aspects in the organizationbull Reminds employees of your support for reducing fatigue

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

21

Personal Attendance of Managers at Fatigue Meetings

bull Your attendance in fatigue meetings demonstrates a commitment to fatigue managementndash Recognize and acknowledgendash Feedbackndash Prompt safe behaviorndash Model safe behaviorndash Receive feedback directly from employeesndash Observe risky environmental conditions ndash One-to-one communication

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

22

Face-to-Face Meetings with Employees that Feature Fatigue as a Topic

bull Show you value CMV driver fatigue managementbull Provide praise and recognition for safe behavior

and self-reports of fatiguebull Provide corrective fatigue-related feedback

privately bull Receive feedback from the employeebull Develop personal fatigue- related goals

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

23

Job Descriptions that Include SafetyFatigue Contracts

bull Show fatigue management is valuedbull Demonstrate how fatigue relates to the jobbull Provide personal accountability for fatigued driving

performancebull Review non-fatigued driving as an essential job

requirementbull Describe fatigue-related policies and procedures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

24

Fatigue Leadershipbull Leaders inspire people to act bull Fatigue leadership not only from managementbull All employees should be fatigue management

leadersbull Hold themselves and others accountablebull Educate not trainbull Listen firstbull Promote ownership of fatigue improvementbull Allow others to develop methods to reduce fatiguebull Show confidence that safe behavior can be performed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

25

Communication About Fatigue Issues

bull Open and ongoing non-punitive communication involving safety and fatigue

bull Keep formal and informal channels of fatigue communication open

bull Involve regular communication between management supervisors and the workforce

bull Involve drivers (if interested) in developing communication strategies

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

26

Lesson Quiz Lesson 21 What is a suggestion for showing managementrsquos commitment to fatigue

managementA Create top-down controlB Face-to-face meetings with employees featuring fatigue as a topicC Avoid acknowledging drivers for their efforts in fatigue managementD Only encourage individualized responsibility

2 Why is it important to maintain a high profile for fatigue in meetingsA Including fatigue discussions in meetings illustrates how fatigue management

relates to other aspects of the organizationB Management needs to show that they are in control of the fatigue

management programC Meetings are a way to show fatigue management is a priorityD Discussing fatigue in meetings influences top-down involvement

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

27

Lesson Quiz Lesson 2 Continued3 When should individual corrective fatigue management feedback be

givenA In a groupB In driver terminalsC PrivatelyD All the above

4 What statement below is accurate A Fatigue management leaders are not confident that drivers can follow fatigue

management proceduresB Fatigue management leaders train not educate drivers on fatigue

management behaviorsC All employees should be fatigue management leadersD Only management is responsible for fatigue management leadership

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

28

Lesson Quiz Lesson 2 Continued

5 Why is it important to have open and ongoing communication involvement fatigue managementA It ensures management is in control of the fatigue

management processB Communication will help to remind everyone of the

importance of fatigue managementC It provides an opportunity for management to criticize

driversD Reinforce the belief that fatigue management is the

responsibility of drivers

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

29

Lesson 3 Strategies for Engaging and Empowering Staff and Generating Commitment in the FMP

>

10501249

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

30

Empowerment

bull Sharing of authority and responsibility bull Increased perception of controlbull Sharing organizational information and

knowledge that gives employees power to make decisions that directly influence organizational performance and direction

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31

Importance of Empowerment

bull Cost control organizational flexibility and product quality improvements

bull Increased job satisfaction motivation and organizational citizenship behavior

bull Decreased turnover and absenteeismbull Increased individual recognition

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

32

Increasing Perceptions of Empowerment

bull Three factors impact sense of empowerment

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

33

Increasing Empowerment

bull Strategies for increasing employee empowermentndash Provide a sense of trust that employees will do a good jobndash Provide supportive feedback concerning safe behaviorsndash Actively listen to employees before offering advice or

feedbackndash Allow employees to develop personal goalsndash Allow employees to develop their own strategies for

increasing safe behavior while reducing risky behavior

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

34

Empowerment and Resistance to Change

bull Empowerment diminishes resistance to changendash Allows employees to contribute to the process of

changendash Builds a sense of trustndash Increases a personal sense

of controlndash Provides bottom-up initiativendash Motivates others to accept changendash Provides more responsibility

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

35

Delegation of Responsibility for Fatigue

bull Each employee feels responsible for fatigue and safety in a positive safety culture

bull Delegating responsibility holds all employees accountable

bull Employees will feel responsible and accountable for their fatigue and help co-workers

bull Well-defined responsibilities increases performance

bull A sense of ownership over safety initiatives

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

36

Encouraging Commitment to the Organization

bull Dedication to the organization and willing to work on its behalf

bull 3 factors that contribute to organizational commitmentndash Identity and loyalty to the organizationndash Amount of personal investment made to the organizationndash Personal feelings of obligation to the organization

bull Commitment can be at different levels in the organization

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

37

Benefits of Organizational Commitment

bull Increased job satisfactionbull Increased performancebull Increased involvementbull Decreased job stressbull Decreased resistance to changebull Decreased turnover and absenteeism

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

38

Increasing Organizational Commitment

bull Support from you and supervisorsndash ldquoMy organization and supervisor are on my siderdquo

bull Rewards for goal achievement and other accomplishments

bull Participation in organizational decision makingbull Perceptions of belonging in

the organizationbull Training and commitment from the organization in

employee development

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

39

Lesson Quiz Lesson 31 What is empowerment

A Empowerment means letting your employees do whatever they wantB Giving employees sole responsibility C Sharing information and knowledge so employees can make decisionsD Decrease in managementrsquos responsibility

2 What is a factor that influences employeesrsquo perceptions of empowerment

A Self-efficacyB Personal controlC OptimismD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

40

Lesson Quiz Lesson 3 Continued3 Why is employee empowerment important

A Empowerment can diminish resistance to the FMP because it creates bottom-up involvement

B Empowerment decreases managementrsquos responsibility in the FMPC Empowerment tricks employees in believing they are in controlD Empowerment increases managementrsquos control in the development of the

FMP

4 Why is it important to delegate responsibility for fatigue managementA It reduces responsibility of managementB It increases managementrsquos controlC Decreases employeesrsquo sense of self-efficacyD Accountability increases

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

41

Lesson Quiz Lesson 3 Continued

5 What is a strategy to increase organizational commitmentA Encourage participation in FMP development

and decision-makingB Reduce empowermentC Develop and assign goals to employeesD All the above

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42

Lesson 4 Step-by-Step Guide to Corporate Culture Change

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

43

Corporate Culture Changebull Culture change can be accomplished through the

following steps or techniques1 Top management ldquobuy inrdquo2 Building trust3 Conducting bench marking4 Management training5 Creating a steering committee6 Development of a safety vision7 Defining roles

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

44

Corporate Culture Change8 Developing accountability9 Developing measures10 Developing policies for

recognition11 Awareness education and

kick-off12 Implementing the FMP13 Measuring performance14 Supporting the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

45

Top Management ldquoBuy Inrdquobull Employees often follow authority or top management and

look to them for guidance in times of changebull Champion the FMP through face-to-face interactionsbull Avoid lip service bull Attend and participate in all meetings

concerning the FMPbull Emphasize the benefits of the FMP and

beliefs in its successbull Provide positive feedback praise and recognition for all

employees involved in the FMPbull Be actively involved in the development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

46

Build Trust

bull Involve employees from all levels of the organization in the development of the FMP

bull Seek specific feedback about the FMPbull Actively listen to all concernsbull Provide opportunities for choice in the FMP

development process among employeesbull Consider CMV driver fatigue

management a value and not a prioritybull You should be expected to follow the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

47

Conduct Bench Marking

bull Observation of current fatigue management and fatigue-related characteristics will determine areas in need of improvement

bull Evaluate current best practices to identify proven fatigue management techniques

bull Identify best practices related to your organizationrsquos need for improvement

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

48

Management Training and Education

bull Critical for you to fully understand the concept behind the FMP before developing the FMP

bull Organizational culture change requires all employees to understand the basic principles behind change

bull Management needs training in the best practices related to the FMP in order to champion the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

49

Training Managers

bull Train managers tondash Provide supportive and corrective feedbackndash Become leaders in the FMP developmentndash Provide rewards praise andor recognition for

goal accomplishmentndash Effectively communicate about FMP-related topics

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

50

Steering Committee

bull Steering committee needs to be assembled to provide oversight and support

bull All levels of the organization included on the steering committee including a driver advisory council

bull The steering committee will serve two functionsndash Develop FMP contentndash Develop the process for implementing the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

51

Assembling the Steering Committee

bull What mission will the steering committee servebull What ground rules dictate how the steering committee

will operatebull What will be the suggested authority of the steering

committeebull What limitations are placed on the steering committeebull What are the priorities of the steering committeebull Which people are best suited to be on the steering

committee

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

52

Develop a Safety Vision

bull What is the purpose of the FMPbull How should the FMP affect the future of the

organizationbull What is the ideal outcome of the FMPbull What the current state of fatigue is

within the organizationbull What steps are needed for the organization

to reach the ideal fatigue-related outcome(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

53

Define Roles

bull When defining roles consider each committee memberrsquos strengths and why they have been selected to be on the steering committeendash Who has the most knowledge of current FMP best

practicesndash Who can elicit the most

comprehensive feedback from driversndash Who has knowledge of training and education

principles and proceduresndash Who has knowledge of program administration

and finances

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

54

Develop Accountabilitybull Strive towards self-directed responsibility and

accountability bull Recognize and acknowledge involvement in the FMPbull Hold employees accountable for things in their controlbull Develop SMART (Specific Motivational Achievable

Relevant Trackable) goalsbull Feedback on progression toward goal accomplishmentbull ldquoFact-findrdquo not ldquofault-findrdquobull Focus on process measures instead of

outcome measures (described in Lesson 5)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

55

Develop Measures

bull Develop measures that allow employees to be held accountable

bull Process measures and not outcome measuresbull Focus on specific behaviors that can be easily defined

tracked and are related to individual and group goalsndash For group goals group performance

measures should be developedndash For individual goals personal

performance measures should be developed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

56

Develop Policies for Recognition

bull Specific behaviorsbull Participation in FMP development implementation and

evaluationbull Policies for recognition and rewards should be well

defined and easily understoodbull Achievable but motivatingbull Develop policies for both group and individual

recognitionbull Group recognition should not be contingent on an

individualrsquos failure(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

57

Awareness Education and Kick-Off

bull All employees must be aware of and educated on the purpose policies and procedures involved in the FMP

bull Awareness and education help to reduce resistance to the FMP

bull Holding a kick-off meeting(s) helps show your support and ldquobuy-inrdquo for the FMP

bull Ensure all employees fully understand the reason behind the FMP and how it works

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

58

Implement the FMP

bull After the all previous steps have been completed the FMP should be implemented

bull Keep all lines of communication open to answer any questions related to the FMP

bull Show continued support by maintaining a high profile in all meetings relating to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

59

Measure Performance

bull Continued measurement is criticalbull Measurement helps gauge the impact of

the FMP and employee acceptancebull Use predefined measures developed by the

steering committeebull Use both quantitative and qualitative

measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

60

Support the FMPbull Need to show continued support for

the FMPbull Formal and informal communication

to gather feedback regarding the FMPbull Follow through with pre-defined rules

for reward and recognitionbull Visibility and participation in all meetings related to the FMPbull Actively listen to all feedback and address issues with the

steering committee bull Post weeklymonthly charts tracking

progress of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

61

Lesson Quiz Lesson 41 How can management show FMP ldquobuy-inrdquo

A Actively participate in all meetings concerning the FMPB Avoid lip serviceC Provide positive feedback praise and recognition for all employees

involved in the FMPD All the above

2 Why is it important to conduct fatigue management bench marking

A To identify drivers that practice bad fatigue managementB To evaluate the current overall state of driver fatigueC To punish those employees that do not support fatigue managementD Build trust

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

62

Lesson Quiz Lesson 4 Continued3 Who should make up the FMP steering committee

A Only managementB Only driversC Representatives from all levels of the organization affected by the

FMPD Both management and drivers

4 What is a strategy to develop accountabilityA Develop SMART goalsB Provide feedback on progression toward goals accomplishmentC ldquoFact-findrdquo not ldquofault-findrdquoD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

63

Lesson Quiz Lesson 4 Continued

5 What kind of measures should be developedA Only individual performance measuresB Only group performance measuresC Both individual and group performance

measuresD Only outcome measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

64

Lesson 5 Performance Measures to Gauge the Efficacy of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

65

You Canrsquot Manage What You Canrsquot Measure

bull What is the current level of performancebull To know if interventions are changing behavior you have

to measure and track what it is you want to changebull Measuring behaviors allows them

to be monitored and reviewedbull Operationally define behaviors so

they can be trackedbull Measurement can be focused on the specific behavior

(process measures) or the result of the behavior (outcome measures)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

66

Process Measures

bull Measures that focus on the occurrence of specific behaviors

bull Process measures have been found to increase the occurrence of safe behaviors in transportation

bull Process measures specific to the FMPndash Follow policies and proceduresndash Policies and procedures implemented correctlyndash Information on the FMP has been conveyed ndash Subjective perceptions and opinions of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

67

Following FMP Policies and Procedures

bull FMP policies and procedures have to be followed for the program to be successful

bull Amount of time exercising per week vs medical opinion of amount of exercise needed

bull Percentage of safety meetings attendedbull The amount of fatigue feedback givenreceived in

a given time bull Percentage of time a continuous positive

airway pressure machine (CPAP) is used (if necessary)

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68

FMP Policies and Procedures Implemented Correctly

bull There are a number of specific behaviors that influence if policies and procedures are implemented correctly

bull The number of concerns addressed in the development of FMP policies and procedures

bull The number of feedback provided by employees that indicated a resistance to FMP implementation

bull The number of employees who earn FMP recognition

bull GPS tracking of trucks for miles traveled idle time engine off time on-duty hours and driving hours

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

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71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

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72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

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73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

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77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

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80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

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81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

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82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

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83

Conclusion Review and Summary

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84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

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85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

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86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

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88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 17: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

17

Shared Responsibility for Fatigue Management

bull Fatigue management is a shared responsibilitybull Remember the Person-Environment-

Behavior Modelndash You create policies and proceduresndash Necessary knowledge skill ability motivation and

attitudendash Employees behave safely or risky

bull From top-down control to bottom-up involvementbull Interdependent teamwork rather than only

individualized responsibility

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

18

Managementrsquos Commitment to Fatigue Management

bull Employees typically obey authoritybull Fatigue management should be supported from the top but

driven by the bottombull Strategies to increase commitment

ndash Prioritization of safety over productionndash Maintaining a high profile for fatigue in meetingsndash Personal attendance of managers at fatigue meetingsndash Face-to-face meetings with employees featuring fatigue as a topicndash Job descriptions that include safetyfatigue contractsndash Fatigue management leadershipndash Emphasize continued FMP improvement and evaluation

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

19

Prioritization of Driver Fatigue Over Production

bull Increased job performance (eg productivity) may come at the expense of CMV driver fatiguendash Risky behaviors (eg driving while fatigued)

may be rewarded (or not be punished) to increase productivity

ndash May suggest productivity is more important than driver fatigue

bull Fatigue management should be measured and rewarded like productivity

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

20

Maintaining a High Profile for Safety and Fatigue in Meetings

bull Safety as a value and not a priorityndash Priorities change values do not change

and are not compromisedndash Fatigue management should be linked to

all prioritiesbull Including fatigue discussions in meetings reinforces the

belief that fatigue management is a valuendash Illustrates how safety and CMV driver fatigue relate to all

aspects in the organizationbull Reminds employees of your support for reducing fatigue

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

21

Personal Attendance of Managers at Fatigue Meetings

bull Your attendance in fatigue meetings demonstrates a commitment to fatigue managementndash Recognize and acknowledgendash Feedbackndash Prompt safe behaviorndash Model safe behaviorndash Receive feedback directly from employeesndash Observe risky environmental conditions ndash One-to-one communication

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

22

Face-to-Face Meetings with Employees that Feature Fatigue as a Topic

bull Show you value CMV driver fatigue managementbull Provide praise and recognition for safe behavior

and self-reports of fatiguebull Provide corrective fatigue-related feedback

privately bull Receive feedback from the employeebull Develop personal fatigue- related goals

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

23

Job Descriptions that Include SafetyFatigue Contracts

bull Show fatigue management is valuedbull Demonstrate how fatigue relates to the jobbull Provide personal accountability for fatigued driving

performancebull Review non-fatigued driving as an essential job

requirementbull Describe fatigue-related policies and procedures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

24

Fatigue Leadershipbull Leaders inspire people to act bull Fatigue leadership not only from managementbull All employees should be fatigue management

leadersbull Hold themselves and others accountablebull Educate not trainbull Listen firstbull Promote ownership of fatigue improvementbull Allow others to develop methods to reduce fatiguebull Show confidence that safe behavior can be performed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

25

Communication About Fatigue Issues

bull Open and ongoing non-punitive communication involving safety and fatigue

bull Keep formal and informal channels of fatigue communication open

bull Involve regular communication between management supervisors and the workforce

bull Involve drivers (if interested) in developing communication strategies

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

26

Lesson Quiz Lesson 21 What is a suggestion for showing managementrsquos commitment to fatigue

managementA Create top-down controlB Face-to-face meetings with employees featuring fatigue as a topicC Avoid acknowledging drivers for their efforts in fatigue managementD Only encourage individualized responsibility

2 Why is it important to maintain a high profile for fatigue in meetingsA Including fatigue discussions in meetings illustrates how fatigue management

relates to other aspects of the organizationB Management needs to show that they are in control of the fatigue

management programC Meetings are a way to show fatigue management is a priorityD Discussing fatigue in meetings influences top-down involvement

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

27

Lesson Quiz Lesson 2 Continued3 When should individual corrective fatigue management feedback be

givenA In a groupB In driver terminalsC PrivatelyD All the above

4 What statement below is accurate A Fatigue management leaders are not confident that drivers can follow fatigue

management proceduresB Fatigue management leaders train not educate drivers on fatigue

management behaviorsC All employees should be fatigue management leadersD Only management is responsible for fatigue management leadership

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

28

Lesson Quiz Lesson 2 Continued

5 Why is it important to have open and ongoing communication involvement fatigue managementA It ensures management is in control of the fatigue

management processB Communication will help to remind everyone of the

importance of fatigue managementC It provides an opportunity for management to criticize

driversD Reinforce the belief that fatigue management is the

responsibility of drivers

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

29

Lesson 3 Strategies for Engaging and Empowering Staff and Generating Commitment in the FMP

>

10501249

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

30

Empowerment

bull Sharing of authority and responsibility bull Increased perception of controlbull Sharing organizational information and

knowledge that gives employees power to make decisions that directly influence organizational performance and direction

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31

Importance of Empowerment

bull Cost control organizational flexibility and product quality improvements

bull Increased job satisfaction motivation and organizational citizenship behavior

bull Decreased turnover and absenteeismbull Increased individual recognition

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

32

Increasing Perceptions of Empowerment

bull Three factors impact sense of empowerment

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

33

Increasing Empowerment

bull Strategies for increasing employee empowermentndash Provide a sense of trust that employees will do a good jobndash Provide supportive feedback concerning safe behaviorsndash Actively listen to employees before offering advice or

feedbackndash Allow employees to develop personal goalsndash Allow employees to develop their own strategies for

increasing safe behavior while reducing risky behavior

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

34

Empowerment and Resistance to Change

bull Empowerment diminishes resistance to changendash Allows employees to contribute to the process of

changendash Builds a sense of trustndash Increases a personal sense

of controlndash Provides bottom-up initiativendash Motivates others to accept changendash Provides more responsibility

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

35

Delegation of Responsibility for Fatigue

bull Each employee feels responsible for fatigue and safety in a positive safety culture

bull Delegating responsibility holds all employees accountable

bull Employees will feel responsible and accountable for their fatigue and help co-workers

bull Well-defined responsibilities increases performance

bull A sense of ownership over safety initiatives

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

36

Encouraging Commitment to the Organization

bull Dedication to the organization and willing to work on its behalf

bull 3 factors that contribute to organizational commitmentndash Identity and loyalty to the organizationndash Amount of personal investment made to the organizationndash Personal feelings of obligation to the organization

bull Commitment can be at different levels in the organization

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37

Benefits of Organizational Commitment

bull Increased job satisfactionbull Increased performancebull Increased involvementbull Decreased job stressbull Decreased resistance to changebull Decreased turnover and absenteeism

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

38

Increasing Organizational Commitment

bull Support from you and supervisorsndash ldquoMy organization and supervisor are on my siderdquo

bull Rewards for goal achievement and other accomplishments

bull Participation in organizational decision makingbull Perceptions of belonging in

the organizationbull Training and commitment from the organization in

employee development

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

39

Lesson Quiz Lesson 31 What is empowerment

A Empowerment means letting your employees do whatever they wantB Giving employees sole responsibility C Sharing information and knowledge so employees can make decisionsD Decrease in managementrsquos responsibility

2 What is a factor that influences employeesrsquo perceptions of empowerment

A Self-efficacyB Personal controlC OptimismD All the above

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40

Lesson Quiz Lesson 3 Continued3 Why is employee empowerment important

A Empowerment can diminish resistance to the FMP because it creates bottom-up involvement

B Empowerment decreases managementrsquos responsibility in the FMPC Empowerment tricks employees in believing they are in controlD Empowerment increases managementrsquos control in the development of the

FMP

4 Why is it important to delegate responsibility for fatigue managementA It reduces responsibility of managementB It increases managementrsquos controlC Decreases employeesrsquo sense of self-efficacyD Accountability increases

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41

Lesson Quiz Lesson 3 Continued

5 What is a strategy to increase organizational commitmentA Encourage participation in FMP development

and decision-makingB Reduce empowermentC Develop and assign goals to employeesD All the above

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42

Lesson 4 Step-by-Step Guide to Corporate Culture Change

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43

Corporate Culture Changebull Culture change can be accomplished through the

following steps or techniques1 Top management ldquobuy inrdquo2 Building trust3 Conducting bench marking4 Management training5 Creating a steering committee6 Development of a safety vision7 Defining roles

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44

Corporate Culture Change8 Developing accountability9 Developing measures10 Developing policies for

recognition11 Awareness education and

kick-off12 Implementing the FMP13 Measuring performance14 Supporting the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

45

Top Management ldquoBuy Inrdquobull Employees often follow authority or top management and

look to them for guidance in times of changebull Champion the FMP through face-to-face interactionsbull Avoid lip service bull Attend and participate in all meetings

concerning the FMPbull Emphasize the benefits of the FMP and

beliefs in its successbull Provide positive feedback praise and recognition for all

employees involved in the FMPbull Be actively involved in the development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

46

Build Trust

bull Involve employees from all levels of the organization in the development of the FMP

bull Seek specific feedback about the FMPbull Actively listen to all concernsbull Provide opportunities for choice in the FMP

development process among employeesbull Consider CMV driver fatigue

management a value and not a prioritybull You should be expected to follow the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

47

Conduct Bench Marking

bull Observation of current fatigue management and fatigue-related characteristics will determine areas in need of improvement

bull Evaluate current best practices to identify proven fatigue management techniques

bull Identify best practices related to your organizationrsquos need for improvement

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48

Management Training and Education

bull Critical for you to fully understand the concept behind the FMP before developing the FMP

bull Organizational culture change requires all employees to understand the basic principles behind change

bull Management needs training in the best practices related to the FMP in order to champion the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

49

Training Managers

bull Train managers tondash Provide supportive and corrective feedbackndash Become leaders in the FMP developmentndash Provide rewards praise andor recognition for

goal accomplishmentndash Effectively communicate about FMP-related topics

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50

Steering Committee

bull Steering committee needs to be assembled to provide oversight and support

bull All levels of the organization included on the steering committee including a driver advisory council

bull The steering committee will serve two functionsndash Develop FMP contentndash Develop the process for implementing the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

51

Assembling the Steering Committee

bull What mission will the steering committee servebull What ground rules dictate how the steering committee

will operatebull What will be the suggested authority of the steering

committeebull What limitations are placed on the steering committeebull What are the priorities of the steering committeebull Which people are best suited to be on the steering

committee

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

52

Develop a Safety Vision

bull What is the purpose of the FMPbull How should the FMP affect the future of the

organizationbull What is the ideal outcome of the FMPbull What the current state of fatigue is

within the organizationbull What steps are needed for the organization

to reach the ideal fatigue-related outcome(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

53

Define Roles

bull When defining roles consider each committee memberrsquos strengths and why they have been selected to be on the steering committeendash Who has the most knowledge of current FMP best

practicesndash Who can elicit the most

comprehensive feedback from driversndash Who has knowledge of training and education

principles and proceduresndash Who has knowledge of program administration

and finances

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

54

Develop Accountabilitybull Strive towards self-directed responsibility and

accountability bull Recognize and acknowledge involvement in the FMPbull Hold employees accountable for things in their controlbull Develop SMART (Specific Motivational Achievable

Relevant Trackable) goalsbull Feedback on progression toward goal accomplishmentbull ldquoFact-findrdquo not ldquofault-findrdquobull Focus on process measures instead of

outcome measures (described in Lesson 5)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

55

Develop Measures

bull Develop measures that allow employees to be held accountable

bull Process measures and not outcome measuresbull Focus on specific behaviors that can be easily defined

tracked and are related to individual and group goalsndash For group goals group performance

measures should be developedndash For individual goals personal

performance measures should be developed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

56

Develop Policies for Recognition

bull Specific behaviorsbull Participation in FMP development implementation and

evaluationbull Policies for recognition and rewards should be well

defined and easily understoodbull Achievable but motivatingbull Develop policies for both group and individual

recognitionbull Group recognition should not be contingent on an

individualrsquos failure(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

57

Awareness Education and Kick-Off

bull All employees must be aware of and educated on the purpose policies and procedures involved in the FMP

bull Awareness and education help to reduce resistance to the FMP

bull Holding a kick-off meeting(s) helps show your support and ldquobuy-inrdquo for the FMP

bull Ensure all employees fully understand the reason behind the FMP and how it works

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

58

Implement the FMP

bull After the all previous steps have been completed the FMP should be implemented

bull Keep all lines of communication open to answer any questions related to the FMP

bull Show continued support by maintaining a high profile in all meetings relating to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

59

Measure Performance

bull Continued measurement is criticalbull Measurement helps gauge the impact of

the FMP and employee acceptancebull Use predefined measures developed by the

steering committeebull Use both quantitative and qualitative

measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

60

Support the FMPbull Need to show continued support for

the FMPbull Formal and informal communication

to gather feedback regarding the FMPbull Follow through with pre-defined rules

for reward and recognitionbull Visibility and participation in all meetings related to the FMPbull Actively listen to all feedback and address issues with the

steering committee bull Post weeklymonthly charts tracking

progress of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

61

Lesson Quiz Lesson 41 How can management show FMP ldquobuy-inrdquo

A Actively participate in all meetings concerning the FMPB Avoid lip serviceC Provide positive feedback praise and recognition for all employees

involved in the FMPD All the above

2 Why is it important to conduct fatigue management bench marking

A To identify drivers that practice bad fatigue managementB To evaluate the current overall state of driver fatigueC To punish those employees that do not support fatigue managementD Build trust

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

62

Lesson Quiz Lesson 4 Continued3 Who should make up the FMP steering committee

A Only managementB Only driversC Representatives from all levels of the organization affected by the

FMPD Both management and drivers

4 What is a strategy to develop accountabilityA Develop SMART goalsB Provide feedback on progression toward goals accomplishmentC ldquoFact-findrdquo not ldquofault-findrdquoD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

63

Lesson Quiz Lesson 4 Continued

5 What kind of measures should be developedA Only individual performance measuresB Only group performance measuresC Both individual and group performance

measuresD Only outcome measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

64

Lesson 5 Performance Measures to Gauge the Efficacy of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

65

You Canrsquot Manage What You Canrsquot Measure

bull What is the current level of performancebull To know if interventions are changing behavior you have

to measure and track what it is you want to changebull Measuring behaviors allows them

to be monitored and reviewedbull Operationally define behaviors so

they can be trackedbull Measurement can be focused on the specific behavior

(process measures) or the result of the behavior (outcome measures)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

66

Process Measures

bull Measures that focus on the occurrence of specific behaviors

bull Process measures have been found to increase the occurrence of safe behaviors in transportation

bull Process measures specific to the FMPndash Follow policies and proceduresndash Policies and procedures implemented correctlyndash Information on the FMP has been conveyed ndash Subjective perceptions and opinions of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

67

Following FMP Policies and Procedures

bull FMP policies and procedures have to be followed for the program to be successful

bull Amount of time exercising per week vs medical opinion of amount of exercise needed

bull Percentage of safety meetings attendedbull The amount of fatigue feedback givenreceived in

a given time bull Percentage of time a continuous positive

airway pressure machine (CPAP) is used (if necessary)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

68

FMP Policies and Procedures Implemented Correctly

bull There are a number of specific behaviors that influence if policies and procedures are implemented correctly

bull The number of concerns addressed in the development of FMP policies and procedures

bull The number of feedback provided by employees that indicated a resistance to FMP implementation

bull The number of employees who earn FMP recognition

bull GPS tracking of trucks for miles traveled idle time engine off time on-duty hours and driving hours

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

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80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

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82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

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83

Conclusion Review and Summary

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84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

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85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

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86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 18: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

18

Managementrsquos Commitment to Fatigue Management

bull Employees typically obey authoritybull Fatigue management should be supported from the top but

driven by the bottombull Strategies to increase commitment

ndash Prioritization of safety over productionndash Maintaining a high profile for fatigue in meetingsndash Personal attendance of managers at fatigue meetingsndash Face-to-face meetings with employees featuring fatigue as a topicndash Job descriptions that include safetyfatigue contractsndash Fatigue management leadershipndash Emphasize continued FMP improvement and evaluation

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

19

Prioritization of Driver Fatigue Over Production

bull Increased job performance (eg productivity) may come at the expense of CMV driver fatiguendash Risky behaviors (eg driving while fatigued)

may be rewarded (or not be punished) to increase productivity

ndash May suggest productivity is more important than driver fatigue

bull Fatigue management should be measured and rewarded like productivity

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

20

Maintaining a High Profile for Safety and Fatigue in Meetings

bull Safety as a value and not a priorityndash Priorities change values do not change

and are not compromisedndash Fatigue management should be linked to

all prioritiesbull Including fatigue discussions in meetings reinforces the

belief that fatigue management is a valuendash Illustrates how safety and CMV driver fatigue relate to all

aspects in the organizationbull Reminds employees of your support for reducing fatigue

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

21

Personal Attendance of Managers at Fatigue Meetings

bull Your attendance in fatigue meetings demonstrates a commitment to fatigue managementndash Recognize and acknowledgendash Feedbackndash Prompt safe behaviorndash Model safe behaviorndash Receive feedback directly from employeesndash Observe risky environmental conditions ndash One-to-one communication

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

22

Face-to-Face Meetings with Employees that Feature Fatigue as a Topic

bull Show you value CMV driver fatigue managementbull Provide praise and recognition for safe behavior

and self-reports of fatiguebull Provide corrective fatigue-related feedback

privately bull Receive feedback from the employeebull Develop personal fatigue- related goals

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

23

Job Descriptions that Include SafetyFatigue Contracts

bull Show fatigue management is valuedbull Demonstrate how fatigue relates to the jobbull Provide personal accountability for fatigued driving

performancebull Review non-fatigued driving as an essential job

requirementbull Describe fatigue-related policies and procedures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

24

Fatigue Leadershipbull Leaders inspire people to act bull Fatigue leadership not only from managementbull All employees should be fatigue management

leadersbull Hold themselves and others accountablebull Educate not trainbull Listen firstbull Promote ownership of fatigue improvementbull Allow others to develop methods to reduce fatiguebull Show confidence that safe behavior can be performed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

25

Communication About Fatigue Issues

bull Open and ongoing non-punitive communication involving safety and fatigue

bull Keep formal and informal channels of fatigue communication open

bull Involve regular communication between management supervisors and the workforce

bull Involve drivers (if interested) in developing communication strategies

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

26

Lesson Quiz Lesson 21 What is a suggestion for showing managementrsquos commitment to fatigue

managementA Create top-down controlB Face-to-face meetings with employees featuring fatigue as a topicC Avoid acknowledging drivers for their efforts in fatigue managementD Only encourage individualized responsibility

2 Why is it important to maintain a high profile for fatigue in meetingsA Including fatigue discussions in meetings illustrates how fatigue management

relates to other aspects of the organizationB Management needs to show that they are in control of the fatigue

management programC Meetings are a way to show fatigue management is a priorityD Discussing fatigue in meetings influences top-down involvement

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

27

Lesson Quiz Lesson 2 Continued3 When should individual corrective fatigue management feedback be

givenA In a groupB In driver terminalsC PrivatelyD All the above

4 What statement below is accurate A Fatigue management leaders are not confident that drivers can follow fatigue

management proceduresB Fatigue management leaders train not educate drivers on fatigue

management behaviorsC All employees should be fatigue management leadersD Only management is responsible for fatigue management leadership

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

28

Lesson Quiz Lesson 2 Continued

5 Why is it important to have open and ongoing communication involvement fatigue managementA It ensures management is in control of the fatigue

management processB Communication will help to remind everyone of the

importance of fatigue managementC It provides an opportunity for management to criticize

driversD Reinforce the belief that fatigue management is the

responsibility of drivers

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

29

Lesson 3 Strategies for Engaging and Empowering Staff and Generating Commitment in the FMP

>

10501249

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

30

Empowerment

bull Sharing of authority and responsibility bull Increased perception of controlbull Sharing organizational information and

knowledge that gives employees power to make decisions that directly influence organizational performance and direction

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31

Importance of Empowerment

bull Cost control organizational flexibility and product quality improvements

bull Increased job satisfaction motivation and organizational citizenship behavior

bull Decreased turnover and absenteeismbull Increased individual recognition

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

32

Increasing Perceptions of Empowerment

bull Three factors impact sense of empowerment

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33

Increasing Empowerment

bull Strategies for increasing employee empowermentndash Provide a sense of trust that employees will do a good jobndash Provide supportive feedback concerning safe behaviorsndash Actively listen to employees before offering advice or

feedbackndash Allow employees to develop personal goalsndash Allow employees to develop their own strategies for

increasing safe behavior while reducing risky behavior

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

34

Empowerment and Resistance to Change

bull Empowerment diminishes resistance to changendash Allows employees to contribute to the process of

changendash Builds a sense of trustndash Increases a personal sense

of controlndash Provides bottom-up initiativendash Motivates others to accept changendash Provides more responsibility

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35

Delegation of Responsibility for Fatigue

bull Each employee feels responsible for fatigue and safety in a positive safety culture

bull Delegating responsibility holds all employees accountable

bull Employees will feel responsible and accountable for their fatigue and help co-workers

bull Well-defined responsibilities increases performance

bull A sense of ownership over safety initiatives

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

36

Encouraging Commitment to the Organization

bull Dedication to the organization and willing to work on its behalf

bull 3 factors that contribute to organizational commitmentndash Identity and loyalty to the organizationndash Amount of personal investment made to the organizationndash Personal feelings of obligation to the organization

bull Commitment can be at different levels in the organization

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

37

Benefits of Organizational Commitment

bull Increased job satisfactionbull Increased performancebull Increased involvementbull Decreased job stressbull Decreased resistance to changebull Decreased turnover and absenteeism

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

38

Increasing Organizational Commitment

bull Support from you and supervisorsndash ldquoMy organization and supervisor are on my siderdquo

bull Rewards for goal achievement and other accomplishments

bull Participation in organizational decision makingbull Perceptions of belonging in

the organizationbull Training and commitment from the organization in

employee development

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

39

Lesson Quiz Lesson 31 What is empowerment

A Empowerment means letting your employees do whatever they wantB Giving employees sole responsibility C Sharing information and knowledge so employees can make decisionsD Decrease in managementrsquos responsibility

2 What is a factor that influences employeesrsquo perceptions of empowerment

A Self-efficacyB Personal controlC OptimismD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

40

Lesson Quiz Lesson 3 Continued3 Why is employee empowerment important

A Empowerment can diminish resistance to the FMP because it creates bottom-up involvement

B Empowerment decreases managementrsquos responsibility in the FMPC Empowerment tricks employees in believing they are in controlD Empowerment increases managementrsquos control in the development of the

FMP

4 Why is it important to delegate responsibility for fatigue managementA It reduces responsibility of managementB It increases managementrsquos controlC Decreases employeesrsquo sense of self-efficacyD Accountability increases

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41

Lesson Quiz Lesson 3 Continued

5 What is a strategy to increase organizational commitmentA Encourage participation in FMP development

and decision-makingB Reduce empowermentC Develop and assign goals to employeesD All the above

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42

Lesson 4 Step-by-Step Guide to Corporate Culture Change

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43

Corporate Culture Changebull Culture change can be accomplished through the

following steps or techniques1 Top management ldquobuy inrdquo2 Building trust3 Conducting bench marking4 Management training5 Creating a steering committee6 Development of a safety vision7 Defining roles

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44

Corporate Culture Change8 Developing accountability9 Developing measures10 Developing policies for

recognition11 Awareness education and

kick-off12 Implementing the FMP13 Measuring performance14 Supporting the FMP

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45

Top Management ldquoBuy Inrdquobull Employees often follow authority or top management and

look to them for guidance in times of changebull Champion the FMP through face-to-face interactionsbull Avoid lip service bull Attend and participate in all meetings

concerning the FMPbull Emphasize the benefits of the FMP and

beliefs in its successbull Provide positive feedback praise and recognition for all

employees involved in the FMPbull Be actively involved in the development of the FMP

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46

Build Trust

bull Involve employees from all levels of the organization in the development of the FMP

bull Seek specific feedback about the FMPbull Actively listen to all concernsbull Provide opportunities for choice in the FMP

development process among employeesbull Consider CMV driver fatigue

management a value and not a prioritybull You should be expected to follow the FMP

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47

Conduct Bench Marking

bull Observation of current fatigue management and fatigue-related characteristics will determine areas in need of improvement

bull Evaluate current best practices to identify proven fatigue management techniques

bull Identify best practices related to your organizationrsquos need for improvement

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48

Management Training and Education

bull Critical for you to fully understand the concept behind the FMP before developing the FMP

bull Organizational culture change requires all employees to understand the basic principles behind change

bull Management needs training in the best practices related to the FMP in order to champion the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

49

Training Managers

bull Train managers tondash Provide supportive and corrective feedbackndash Become leaders in the FMP developmentndash Provide rewards praise andor recognition for

goal accomplishmentndash Effectively communicate about FMP-related topics

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50

Steering Committee

bull Steering committee needs to be assembled to provide oversight and support

bull All levels of the organization included on the steering committee including a driver advisory council

bull The steering committee will serve two functionsndash Develop FMP contentndash Develop the process for implementing the FMP

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51

Assembling the Steering Committee

bull What mission will the steering committee servebull What ground rules dictate how the steering committee

will operatebull What will be the suggested authority of the steering

committeebull What limitations are placed on the steering committeebull What are the priorities of the steering committeebull Which people are best suited to be on the steering

committee

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

52

Develop a Safety Vision

bull What is the purpose of the FMPbull How should the FMP affect the future of the

organizationbull What is the ideal outcome of the FMPbull What the current state of fatigue is

within the organizationbull What steps are needed for the organization

to reach the ideal fatigue-related outcome(s)

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53

Define Roles

bull When defining roles consider each committee memberrsquos strengths and why they have been selected to be on the steering committeendash Who has the most knowledge of current FMP best

practicesndash Who can elicit the most

comprehensive feedback from driversndash Who has knowledge of training and education

principles and proceduresndash Who has knowledge of program administration

and finances

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

54

Develop Accountabilitybull Strive towards self-directed responsibility and

accountability bull Recognize and acknowledge involvement in the FMPbull Hold employees accountable for things in their controlbull Develop SMART (Specific Motivational Achievable

Relevant Trackable) goalsbull Feedback on progression toward goal accomplishmentbull ldquoFact-findrdquo not ldquofault-findrdquobull Focus on process measures instead of

outcome measures (described in Lesson 5)

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55

Develop Measures

bull Develop measures that allow employees to be held accountable

bull Process measures and not outcome measuresbull Focus on specific behaviors that can be easily defined

tracked and are related to individual and group goalsndash For group goals group performance

measures should be developedndash For individual goals personal

performance measures should be developed

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56

Develop Policies for Recognition

bull Specific behaviorsbull Participation in FMP development implementation and

evaluationbull Policies for recognition and rewards should be well

defined and easily understoodbull Achievable but motivatingbull Develop policies for both group and individual

recognitionbull Group recognition should not be contingent on an

individualrsquos failure(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

57

Awareness Education and Kick-Off

bull All employees must be aware of and educated on the purpose policies and procedures involved in the FMP

bull Awareness and education help to reduce resistance to the FMP

bull Holding a kick-off meeting(s) helps show your support and ldquobuy-inrdquo for the FMP

bull Ensure all employees fully understand the reason behind the FMP and how it works

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

58

Implement the FMP

bull After the all previous steps have been completed the FMP should be implemented

bull Keep all lines of communication open to answer any questions related to the FMP

bull Show continued support by maintaining a high profile in all meetings relating to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

59

Measure Performance

bull Continued measurement is criticalbull Measurement helps gauge the impact of

the FMP and employee acceptancebull Use predefined measures developed by the

steering committeebull Use both quantitative and qualitative

measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

60

Support the FMPbull Need to show continued support for

the FMPbull Formal and informal communication

to gather feedback regarding the FMPbull Follow through with pre-defined rules

for reward and recognitionbull Visibility and participation in all meetings related to the FMPbull Actively listen to all feedback and address issues with the

steering committee bull Post weeklymonthly charts tracking

progress of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

61

Lesson Quiz Lesson 41 How can management show FMP ldquobuy-inrdquo

A Actively participate in all meetings concerning the FMPB Avoid lip serviceC Provide positive feedback praise and recognition for all employees

involved in the FMPD All the above

2 Why is it important to conduct fatigue management bench marking

A To identify drivers that practice bad fatigue managementB To evaluate the current overall state of driver fatigueC To punish those employees that do not support fatigue managementD Build trust

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

62

Lesson Quiz Lesson 4 Continued3 Who should make up the FMP steering committee

A Only managementB Only driversC Representatives from all levels of the organization affected by the

FMPD Both management and drivers

4 What is a strategy to develop accountabilityA Develop SMART goalsB Provide feedback on progression toward goals accomplishmentC ldquoFact-findrdquo not ldquofault-findrdquoD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

63

Lesson Quiz Lesson 4 Continued

5 What kind of measures should be developedA Only individual performance measuresB Only group performance measuresC Both individual and group performance

measuresD Only outcome measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

64

Lesson 5 Performance Measures to Gauge the Efficacy of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

65

You Canrsquot Manage What You Canrsquot Measure

bull What is the current level of performancebull To know if interventions are changing behavior you have

to measure and track what it is you want to changebull Measuring behaviors allows them

to be monitored and reviewedbull Operationally define behaviors so

they can be trackedbull Measurement can be focused on the specific behavior

(process measures) or the result of the behavior (outcome measures)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

66

Process Measures

bull Measures that focus on the occurrence of specific behaviors

bull Process measures have been found to increase the occurrence of safe behaviors in transportation

bull Process measures specific to the FMPndash Follow policies and proceduresndash Policies and procedures implemented correctlyndash Information on the FMP has been conveyed ndash Subjective perceptions and opinions of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

67

Following FMP Policies and Procedures

bull FMP policies and procedures have to be followed for the program to be successful

bull Amount of time exercising per week vs medical opinion of amount of exercise needed

bull Percentage of safety meetings attendedbull The amount of fatigue feedback givenreceived in

a given time bull Percentage of time a continuous positive

airway pressure machine (CPAP) is used (if necessary)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

68

FMP Policies and Procedures Implemented Correctly

bull There are a number of specific behaviors that influence if policies and procedures are implemented correctly

bull The number of concerns addressed in the development of FMP policies and procedures

bull The number of feedback provided by employees that indicated a resistance to FMP implementation

bull The number of employees who earn FMP recognition

bull GPS tracking of trucks for miles traveled idle time engine off time on-duty hours and driving hours

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

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82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

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83

Conclusion Review and Summary

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84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

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85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

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86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

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87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

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88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 19: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

19

Prioritization of Driver Fatigue Over Production

bull Increased job performance (eg productivity) may come at the expense of CMV driver fatiguendash Risky behaviors (eg driving while fatigued)

may be rewarded (or not be punished) to increase productivity

ndash May suggest productivity is more important than driver fatigue

bull Fatigue management should be measured and rewarded like productivity

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

20

Maintaining a High Profile for Safety and Fatigue in Meetings

bull Safety as a value and not a priorityndash Priorities change values do not change

and are not compromisedndash Fatigue management should be linked to

all prioritiesbull Including fatigue discussions in meetings reinforces the

belief that fatigue management is a valuendash Illustrates how safety and CMV driver fatigue relate to all

aspects in the organizationbull Reminds employees of your support for reducing fatigue

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

21

Personal Attendance of Managers at Fatigue Meetings

bull Your attendance in fatigue meetings demonstrates a commitment to fatigue managementndash Recognize and acknowledgendash Feedbackndash Prompt safe behaviorndash Model safe behaviorndash Receive feedback directly from employeesndash Observe risky environmental conditions ndash One-to-one communication

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

22

Face-to-Face Meetings with Employees that Feature Fatigue as a Topic

bull Show you value CMV driver fatigue managementbull Provide praise and recognition for safe behavior

and self-reports of fatiguebull Provide corrective fatigue-related feedback

privately bull Receive feedback from the employeebull Develop personal fatigue- related goals

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

23

Job Descriptions that Include SafetyFatigue Contracts

bull Show fatigue management is valuedbull Demonstrate how fatigue relates to the jobbull Provide personal accountability for fatigued driving

performancebull Review non-fatigued driving as an essential job

requirementbull Describe fatigue-related policies and procedures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

24

Fatigue Leadershipbull Leaders inspire people to act bull Fatigue leadership not only from managementbull All employees should be fatigue management

leadersbull Hold themselves and others accountablebull Educate not trainbull Listen firstbull Promote ownership of fatigue improvementbull Allow others to develop methods to reduce fatiguebull Show confidence that safe behavior can be performed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

25

Communication About Fatigue Issues

bull Open and ongoing non-punitive communication involving safety and fatigue

bull Keep formal and informal channels of fatigue communication open

bull Involve regular communication between management supervisors and the workforce

bull Involve drivers (if interested) in developing communication strategies

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

26

Lesson Quiz Lesson 21 What is a suggestion for showing managementrsquos commitment to fatigue

managementA Create top-down controlB Face-to-face meetings with employees featuring fatigue as a topicC Avoid acknowledging drivers for their efforts in fatigue managementD Only encourage individualized responsibility

2 Why is it important to maintain a high profile for fatigue in meetingsA Including fatigue discussions in meetings illustrates how fatigue management

relates to other aspects of the organizationB Management needs to show that they are in control of the fatigue

management programC Meetings are a way to show fatigue management is a priorityD Discussing fatigue in meetings influences top-down involvement

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

27

Lesson Quiz Lesson 2 Continued3 When should individual corrective fatigue management feedback be

givenA In a groupB In driver terminalsC PrivatelyD All the above

4 What statement below is accurate A Fatigue management leaders are not confident that drivers can follow fatigue

management proceduresB Fatigue management leaders train not educate drivers on fatigue

management behaviorsC All employees should be fatigue management leadersD Only management is responsible for fatigue management leadership

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

28

Lesson Quiz Lesson 2 Continued

5 Why is it important to have open and ongoing communication involvement fatigue managementA It ensures management is in control of the fatigue

management processB Communication will help to remind everyone of the

importance of fatigue managementC It provides an opportunity for management to criticize

driversD Reinforce the belief that fatigue management is the

responsibility of drivers

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

29

Lesson 3 Strategies for Engaging and Empowering Staff and Generating Commitment in the FMP

>

10501249

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

30

Empowerment

bull Sharing of authority and responsibility bull Increased perception of controlbull Sharing organizational information and

knowledge that gives employees power to make decisions that directly influence organizational performance and direction

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

31

Importance of Empowerment

bull Cost control organizational flexibility and product quality improvements

bull Increased job satisfaction motivation and organizational citizenship behavior

bull Decreased turnover and absenteeismbull Increased individual recognition

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

32

Increasing Perceptions of Empowerment

bull Three factors impact sense of empowerment

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

33

Increasing Empowerment

bull Strategies for increasing employee empowermentndash Provide a sense of trust that employees will do a good jobndash Provide supportive feedback concerning safe behaviorsndash Actively listen to employees before offering advice or

feedbackndash Allow employees to develop personal goalsndash Allow employees to develop their own strategies for

increasing safe behavior while reducing risky behavior

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

34

Empowerment and Resistance to Change

bull Empowerment diminishes resistance to changendash Allows employees to contribute to the process of

changendash Builds a sense of trustndash Increases a personal sense

of controlndash Provides bottom-up initiativendash Motivates others to accept changendash Provides more responsibility

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

35

Delegation of Responsibility for Fatigue

bull Each employee feels responsible for fatigue and safety in a positive safety culture

bull Delegating responsibility holds all employees accountable

bull Employees will feel responsible and accountable for their fatigue and help co-workers

bull Well-defined responsibilities increases performance

bull A sense of ownership over safety initiatives

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

36

Encouraging Commitment to the Organization

bull Dedication to the organization and willing to work on its behalf

bull 3 factors that contribute to organizational commitmentndash Identity and loyalty to the organizationndash Amount of personal investment made to the organizationndash Personal feelings of obligation to the organization

bull Commitment can be at different levels in the organization

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

37

Benefits of Organizational Commitment

bull Increased job satisfactionbull Increased performancebull Increased involvementbull Decreased job stressbull Decreased resistance to changebull Decreased turnover and absenteeism

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

38

Increasing Organizational Commitment

bull Support from you and supervisorsndash ldquoMy organization and supervisor are on my siderdquo

bull Rewards for goal achievement and other accomplishments

bull Participation in organizational decision makingbull Perceptions of belonging in

the organizationbull Training and commitment from the organization in

employee development

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

39

Lesson Quiz Lesson 31 What is empowerment

A Empowerment means letting your employees do whatever they wantB Giving employees sole responsibility C Sharing information and knowledge so employees can make decisionsD Decrease in managementrsquos responsibility

2 What is a factor that influences employeesrsquo perceptions of empowerment

A Self-efficacyB Personal controlC OptimismD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

40

Lesson Quiz Lesson 3 Continued3 Why is employee empowerment important

A Empowerment can diminish resistance to the FMP because it creates bottom-up involvement

B Empowerment decreases managementrsquos responsibility in the FMPC Empowerment tricks employees in believing they are in controlD Empowerment increases managementrsquos control in the development of the

FMP

4 Why is it important to delegate responsibility for fatigue managementA It reduces responsibility of managementB It increases managementrsquos controlC Decreases employeesrsquo sense of self-efficacyD Accountability increases

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

41

Lesson Quiz Lesson 3 Continued

5 What is a strategy to increase organizational commitmentA Encourage participation in FMP development

and decision-makingB Reduce empowermentC Develop and assign goals to employeesD All the above

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42

Lesson 4 Step-by-Step Guide to Corporate Culture Change

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

43

Corporate Culture Changebull Culture change can be accomplished through the

following steps or techniques1 Top management ldquobuy inrdquo2 Building trust3 Conducting bench marking4 Management training5 Creating a steering committee6 Development of a safety vision7 Defining roles

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44

Corporate Culture Change8 Developing accountability9 Developing measures10 Developing policies for

recognition11 Awareness education and

kick-off12 Implementing the FMP13 Measuring performance14 Supporting the FMP

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45

Top Management ldquoBuy Inrdquobull Employees often follow authority or top management and

look to them for guidance in times of changebull Champion the FMP through face-to-face interactionsbull Avoid lip service bull Attend and participate in all meetings

concerning the FMPbull Emphasize the benefits of the FMP and

beliefs in its successbull Provide positive feedback praise and recognition for all

employees involved in the FMPbull Be actively involved in the development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

46

Build Trust

bull Involve employees from all levels of the organization in the development of the FMP

bull Seek specific feedback about the FMPbull Actively listen to all concernsbull Provide opportunities for choice in the FMP

development process among employeesbull Consider CMV driver fatigue

management a value and not a prioritybull You should be expected to follow the FMP

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47

Conduct Bench Marking

bull Observation of current fatigue management and fatigue-related characteristics will determine areas in need of improvement

bull Evaluate current best practices to identify proven fatigue management techniques

bull Identify best practices related to your organizationrsquos need for improvement

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48

Management Training and Education

bull Critical for you to fully understand the concept behind the FMP before developing the FMP

bull Organizational culture change requires all employees to understand the basic principles behind change

bull Management needs training in the best practices related to the FMP in order to champion the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

49

Training Managers

bull Train managers tondash Provide supportive and corrective feedbackndash Become leaders in the FMP developmentndash Provide rewards praise andor recognition for

goal accomplishmentndash Effectively communicate about FMP-related topics

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

50

Steering Committee

bull Steering committee needs to be assembled to provide oversight and support

bull All levels of the organization included on the steering committee including a driver advisory council

bull The steering committee will serve two functionsndash Develop FMP contentndash Develop the process for implementing the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

51

Assembling the Steering Committee

bull What mission will the steering committee servebull What ground rules dictate how the steering committee

will operatebull What will be the suggested authority of the steering

committeebull What limitations are placed on the steering committeebull What are the priorities of the steering committeebull Which people are best suited to be on the steering

committee

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

52

Develop a Safety Vision

bull What is the purpose of the FMPbull How should the FMP affect the future of the

organizationbull What is the ideal outcome of the FMPbull What the current state of fatigue is

within the organizationbull What steps are needed for the organization

to reach the ideal fatigue-related outcome(s)

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53

Define Roles

bull When defining roles consider each committee memberrsquos strengths and why they have been selected to be on the steering committeendash Who has the most knowledge of current FMP best

practicesndash Who can elicit the most

comprehensive feedback from driversndash Who has knowledge of training and education

principles and proceduresndash Who has knowledge of program administration

and finances

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

54

Develop Accountabilitybull Strive towards self-directed responsibility and

accountability bull Recognize and acknowledge involvement in the FMPbull Hold employees accountable for things in their controlbull Develop SMART (Specific Motivational Achievable

Relevant Trackable) goalsbull Feedback on progression toward goal accomplishmentbull ldquoFact-findrdquo not ldquofault-findrdquobull Focus on process measures instead of

outcome measures (described in Lesson 5)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

55

Develop Measures

bull Develop measures that allow employees to be held accountable

bull Process measures and not outcome measuresbull Focus on specific behaviors that can be easily defined

tracked and are related to individual and group goalsndash For group goals group performance

measures should be developedndash For individual goals personal

performance measures should be developed

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56

Develop Policies for Recognition

bull Specific behaviorsbull Participation in FMP development implementation and

evaluationbull Policies for recognition and rewards should be well

defined and easily understoodbull Achievable but motivatingbull Develop policies for both group and individual

recognitionbull Group recognition should not be contingent on an

individualrsquos failure(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

57

Awareness Education and Kick-Off

bull All employees must be aware of and educated on the purpose policies and procedures involved in the FMP

bull Awareness and education help to reduce resistance to the FMP

bull Holding a kick-off meeting(s) helps show your support and ldquobuy-inrdquo for the FMP

bull Ensure all employees fully understand the reason behind the FMP and how it works

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

58

Implement the FMP

bull After the all previous steps have been completed the FMP should be implemented

bull Keep all lines of communication open to answer any questions related to the FMP

bull Show continued support by maintaining a high profile in all meetings relating to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

59

Measure Performance

bull Continued measurement is criticalbull Measurement helps gauge the impact of

the FMP and employee acceptancebull Use predefined measures developed by the

steering committeebull Use both quantitative and qualitative

measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

60

Support the FMPbull Need to show continued support for

the FMPbull Formal and informal communication

to gather feedback regarding the FMPbull Follow through with pre-defined rules

for reward and recognitionbull Visibility and participation in all meetings related to the FMPbull Actively listen to all feedback and address issues with the

steering committee bull Post weeklymonthly charts tracking

progress of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

61

Lesson Quiz Lesson 41 How can management show FMP ldquobuy-inrdquo

A Actively participate in all meetings concerning the FMPB Avoid lip serviceC Provide positive feedback praise and recognition for all employees

involved in the FMPD All the above

2 Why is it important to conduct fatigue management bench marking

A To identify drivers that practice bad fatigue managementB To evaluate the current overall state of driver fatigueC To punish those employees that do not support fatigue managementD Build trust

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

62

Lesson Quiz Lesson 4 Continued3 Who should make up the FMP steering committee

A Only managementB Only driversC Representatives from all levels of the organization affected by the

FMPD Both management and drivers

4 What is a strategy to develop accountabilityA Develop SMART goalsB Provide feedback on progression toward goals accomplishmentC ldquoFact-findrdquo not ldquofault-findrdquoD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

63

Lesson Quiz Lesson 4 Continued

5 What kind of measures should be developedA Only individual performance measuresB Only group performance measuresC Both individual and group performance

measuresD Only outcome measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

64

Lesson 5 Performance Measures to Gauge the Efficacy of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

65

You Canrsquot Manage What You Canrsquot Measure

bull What is the current level of performancebull To know if interventions are changing behavior you have

to measure and track what it is you want to changebull Measuring behaviors allows them

to be monitored and reviewedbull Operationally define behaviors so

they can be trackedbull Measurement can be focused on the specific behavior

(process measures) or the result of the behavior (outcome measures)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

66

Process Measures

bull Measures that focus on the occurrence of specific behaviors

bull Process measures have been found to increase the occurrence of safe behaviors in transportation

bull Process measures specific to the FMPndash Follow policies and proceduresndash Policies and procedures implemented correctlyndash Information on the FMP has been conveyed ndash Subjective perceptions and opinions of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

67

Following FMP Policies and Procedures

bull FMP policies and procedures have to be followed for the program to be successful

bull Amount of time exercising per week vs medical opinion of amount of exercise needed

bull Percentage of safety meetings attendedbull The amount of fatigue feedback givenreceived in

a given time bull Percentage of time a continuous positive

airway pressure machine (CPAP) is used (if necessary)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

68

FMP Policies and Procedures Implemented Correctly

bull There are a number of specific behaviors that influence if policies and procedures are implemented correctly

bull The number of concerns addressed in the development of FMP policies and procedures

bull The number of feedback provided by employees that indicated a resistance to FMP implementation

bull The number of employees who earn FMP recognition

bull GPS tracking of trucks for miles traveled idle time engine off time on-duty hours and driving hours

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 20: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

20

Maintaining a High Profile for Safety and Fatigue in Meetings

bull Safety as a value and not a priorityndash Priorities change values do not change

and are not compromisedndash Fatigue management should be linked to

all prioritiesbull Including fatigue discussions in meetings reinforces the

belief that fatigue management is a valuendash Illustrates how safety and CMV driver fatigue relate to all

aspects in the organizationbull Reminds employees of your support for reducing fatigue

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

21

Personal Attendance of Managers at Fatigue Meetings

bull Your attendance in fatigue meetings demonstrates a commitment to fatigue managementndash Recognize and acknowledgendash Feedbackndash Prompt safe behaviorndash Model safe behaviorndash Receive feedback directly from employeesndash Observe risky environmental conditions ndash One-to-one communication

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

22

Face-to-Face Meetings with Employees that Feature Fatigue as a Topic

bull Show you value CMV driver fatigue managementbull Provide praise and recognition for safe behavior

and self-reports of fatiguebull Provide corrective fatigue-related feedback

privately bull Receive feedback from the employeebull Develop personal fatigue- related goals

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

23

Job Descriptions that Include SafetyFatigue Contracts

bull Show fatigue management is valuedbull Demonstrate how fatigue relates to the jobbull Provide personal accountability for fatigued driving

performancebull Review non-fatigued driving as an essential job

requirementbull Describe fatigue-related policies and procedures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

24

Fatigue Leadershipbull Leaders inspire people to act bull Fatigue leadership not only from managementbull All employees should be fatigue management

leadersbull Hold themselves and others accountablebull Educate not trainbull Listen firstbull Promote ownership of fatigue improvementbull Allow others to develop methods to reduce fatiguebull Show confidence that safe behavior can be performed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

25

Communication About Fatigue Issues

bull Open and ongoing non-punitive communication involving safety and fatigue

bull Keep formal and informal channels of fatigue communication open

bull Involve regular communication between management supervisors and the workforce

bull Involve drivers (if interested) in developing communication strategies

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

26

Lesson Quiz Lesson 21 What is a suggestion for showing managementrsquos commitment to fatigue

managementA Create top-down controlB Face-to-face meetings with employees featuring fatigue as a topicC Avoid acknowledging drivers for their efforts in fatigue managementD Only encourage individualized responsibility

2 Why is it important to maintain a high profile for fatigue in meetingsA Including fatigue discussions in meetings illustrates how fatigue management

relates to other aspects of the organizationB Management needs to show that they are in control of the fatigue

management programC Meetings are a way to show fatigue management is a priorityD Discussing fatigue in meetings influences top-down involvement

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

27

Lesson Quiz Lesson 2 Continued3 When should individual corrective fatigue management feedback be

givenA In a groupB In driver terminalsC PrivatelyD All the above

4 What statement below is accurate A Fatigue management leaders are not confident that drivers can follow fatigue

management proceduresB Fatigue management leaders train not educate drivers on fatigue

management behaviorsC All employees should be fatigue management leadersD Only management is responsible for fatigue management leadership

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

28

Lesson Quiz Lesson 2 Continued

5 Why is it important to have open and ongoing communication involvement fatigue managementA It ensures management is in control of the fatigue

management processB Communication will help to remind everyone of the

importance of fatigue managementC It provides an opportunity for management to criticize

driversD Reinforce the belief that fatigue management is the

responsibility of drivers

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

29

Lesson 3 Strategies for Engaging and Empowering Staff and Generating Commitment in the FMP

>

10501249

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

30

Empowerment

bull Sharing of authority and responsibility bull Increased perception of controlbull Sharing organizational information and

knowledge that gives employees power to make decisions that directly influence organizational performance and direction

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

31

Importance of Empowerment

bull Cost control organizational flexibility and product quality improvements

bull Increased job satisfaction motivation and organizational citizenship behavior

bull Decreased turnover and absenteeismbull Increased individual recognition

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

32

Increasing Perceptions of Empowerment

bull Three factors impact sense of empowerment

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

33

Increasing Empowerment

bull Strategies for increasing employee empowermentndash Provide a sense of trust that employees will do a good jobndash Provide supportive feedback concerning safe behaviorsndash Actively listen to employees before offering advice or

feedbackndash Allow employees to develop personal goalsndash Allow employees to develop their own strategies for

increasing safe behavior while reducing risky behavior

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

34

Empowerment and Resistance to Change

bull Empowerment diminishes resistance to changendash Allows employees to contribute to the process of

changendash Builds a sense of trustndash Increases a personal sense

of controlndash Provides bottom-up initiativendash Motivates others to accept changendash Provides more responsibility

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

35

Delegation of Responsibility for Fatigue

bull Each employee feels responsible for fatigue and safety in a positive safety culture

bull Delegating responsibility holds all employees accountable

bull Employees will feel responsible and accountable for their fatigue and help co-workers

bull Well-defined responsibilities increases performance

bull A sense of ownership over safety initiatives

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

36

Encouraging Commitment to the Organization

bull Dedication to the organization and willing to work on its behalf

bull 3 factors that contribute to organizational commitmentndash Identity and loyalty to the organizationndash Amount of personal investment made to the organizationndash Personal feelings of obligation to the organization

bull Commitment can be at different levels in the organization

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

37

Benefits of Organizational Commitment

bull Increased job satisfactionbull Increased performancebull Increased involvementbull Decreased job stressbull Decreased resistance to changebull Decreased turnover and absenteeism

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

38

Increasing Organizational Commitment

bull Support from you and supervisorsndash ldquoMy organization and supervisor are on my siderdquo

bull Rewards for goal achievement and other accomplishments

bull Participation in organizational decision makingbull Perceptions of belonging in

the organizationbull Training and commitment from the organization in

employee development

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

39

Lesson Quiz Lesson 31 What is empowerment

A Empowerment means letting your employees do whatever they wantB Giving employees sole responsibility C Sharing information and knowledge so employees can make decisionsD Decrease in managementrsquos responsibility

2 What is a factor that influences employeesrsquo perceptions of empowerment

A Self-efficacyB Personal controlC OptimismD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

40

Lesson Quiz Lesson 3 Continued3 Why is employee empowerment important

A Empowerment can diminish resistance to the FMP because it creates bottom-up involvement

B Empowerment decreases managementrsquos responsibility in the FMPC Empowerment tricks employees in believing they are in controlD Empowerment increases managementrsquos control in the development of the

FMP

4 Why is it important to delegate responsibility for fatigue managementA It reduces responsibility of managementB It increases managementrsquos controlC Decreases employeesrsquo sense of self-efficacyD Accountability increases

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

41

Lesson Quiz Lesson 3 Continued

5 What is a strategy to increase organizational commitmentA Encourage participation in FMP development

and decision-makingB Reduce empowermentC Develop and assign goals to employeesD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

42

Lesson 4 Step-by-Step Guide to Corporate Culture Change

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

43

Corporate Culture Changebull Culture change can be accomplished through the

following steps or techniques1 Top management ldquobuy inrdquo2 Building trust3 Conducting bench marking4 Management training5 Creating a steering committee6 Development of a safety vision7 Defining roles

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

44

Corporate Culture Change8 Developing accountability9 Developing measures10 Developing policies for

recognition11 Awareness education and

kick-off12 Implementing the FMP13 Measuring performance14 Supporting the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

45

Top Management ldquoBuy Inrdquobull Employees often follow authority or top management and

look to them for guidance in times of changebull Champion the FMP through face-to-face interactionsbull Avoid lip service bull Attend and participate in all meetings

concerning the FMPbull Emphasize the benefits of the FMP and

beliefs in its successbull Provide positive feedback praise and recognition for all

employees involved in the FMPbull Be actively involved in the development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

46

Build Trust

bull Involve employees from all levels of the organization in the development of the FMP

bull Seek specific feedback about the FMPbull Actively listen to all concernsbull Provide opportunities for choice in the FMP

development process among employeesbull Consider CMV driver fatigue

management a value and not a prioritybull You should be expected to follow the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

47

Conduct Bench Marking

bull Observation of current fatigue management and fatigue-related characteristics will determine areas in need of improvement

bull Evaluate current best practices to identify proven fatigue management techniques

bull Identify best practices related to your organizationrsquos need for improvement

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

48

Management Training and Education

bull Critical for you to fully understand the concept behind the FMP before developing the FMP

bull Organizational culture change requires all employees to understand the basic principles behind change

bull Management needs training in the best practices related to the FMP in order to champion the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

49

Training Managers

bull Train managers tondash Provide supportive and corrective feedbackndash Become leaders in the FMP developmentndash Provide rewards praise andor recognition for

goal accomplishmentndash Effectively communicate about FMP-related topics

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

50

Steering Committee

bull Steering committee needs to be assembled to provide oversight and support

bull All levels of the organization included on the steering committee including a driver advisory council

bull The steering committee will serve two functionsndash Develop FMP contentndash Develop the process for implementing the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

51

Assembling the Steering Committee

bull What mission will the steering committee servebull What ground rules dictate how the steering committee

will operatebull What will be the suggested authority of the steering

committeebull What limitations are placed on the steering committeebull What are the priorities of the steering committeebull Which people are best suited to be on the steering

committee

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

52

Develop a Safety Vision

bull What is the purpose of the FMPbull How should the FMP affect the future of the

organizationbull What is the ideal outcome of the FMPbull What the current state of fatigue is

within the organizationbull What steps are needed for the organization

to reach the ideal fatigue-related outcome(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

53

Define Roles

bull When defining roles consider each committee memberrsquos strengths and why they have been selected to be on the steering committeendash Who has the most knowledge of current FMP best

practicesndash Who can elicit the most

comprehensive feedback from driversndash Who has knowledge of training and education

principles and proceduresndash Who has knowledge of program administration

and finances

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

54

Develop Accountabilitybull Strive towards self-directed responsibility and

accountability bull Recognize and acknowledge involvement in the FMPbull Hold employees accountable for things in their controlbull Develop SMART (Specific Motivational Achievable

Relevant Trackable) goalsbull Feedback on progression toward goal accomplishmentbull ldquoFact-findrdquo not ldquofault-findrdquobull Focus on process measures instead of

outcome measures (described in Lesson 5)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

55

Develop Measures

bull Develop measures that allow employees to be held accountable

bull Process measures and not outcome measuresbull Focus on specific behaviors that can be easily defined

tracked and are related to individual and group goalsndash For group goals group performance

measures should be developedndash For individual goals personal

performance measures should be developed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

56

Develop Policies for Recognition

bull Specific behaviorsbull Participation in FMP development implementation and

evaluationbull Policies for recognition and rewards should be well

defined and easily understoodbull Achievable but motivatingbull Develop policies for both group and individual

recognitionbull Group recognition should not be contingent on an

individualrsquos failure(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

57

Awareness Education and Kick-Off

bull All employees must be aware of and educated on the purpose policies and procedures involved in the FMP

bull Awareness and education help to reduce resistance to the FMP

bull Holding a kick-off meeting(s) helps show your support and ldquobuy-inrdquo for the FMP

bull Ensure all employees fully understand the reason behind the FMP and how it works

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

58

Implement the FMP

bull After the all previous steps have been completed the FMP should be implemented

bull Keep all lines of communication open to answer any questions related to the FMP

bull Show continued support by maintaining a high profile in all meetings relating to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

59

Measure Performance

bull Continued measurement is criticalbull Measurement helps gauge the impact of

the FMP and employee acceptancebull Use predefined measures developed by the

steering committeebull Use both quantitative and qualitative

measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

60

Support the FMPbull Need to show continued support for

the FMPbull Formal and informal communication

to gather feedback regarding the FMPbull Follow through with pre-defined rules

for reward and recognitionbull Visibility and participation in all meetings related to the FMPbull Actively listen to all feedback and address issues with the

steering committee bull Post weeklymonthly charts tracking

progress of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

61

Lesson Quiz Lesson 41 How can management show FMP ldquobuy-inrdquo

A Actively participate in all meetings concerning the FMPB Avoid lip serviceC Provide positive feedback praise and recognition for all employees

involved in the FMPD All the above

2 Why is it important to conduct fatigue management bench marking

A To identify drivers that practice bad fatigue managementB To evaluate the current overall state of driver fatigueC To punish those employees that do not support fatigue managementD Build trust

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

62

Lesson Quiz Lesson 4 Continued3 Who should make up the FMP steering committee

A Only managementB Only driversC Representatives from all levels of the organization affected by the

FMPD Both management and drivers

4 What is a strategy to develop accountabilityA Develop SMART goalsB Provide feedback on progression toward goals accomplishmentC ldquoFact-findrdquo not ldquofault-findrdquoD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

63

Lesson Quiz Lesson 4 Continued

5 What kind of measures should be developedA Only individual performance measuresB Only group performance measuresC Both individual and group performance

measuresD Only outcome measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

64

Lesson 5 Performance Measures to Gauge the Efficacy of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

65

You Canrsquot Manage What You Canrsquot Measure

bull What is the current level of performancebull To know if interventions are changing behavior you have

to measure and track what it is you want to changebull Measuring behaviors allows them

to be monitored and reviewedbull Operationally define behaviors so

they can be trackedbull Measurement can be focused on the specific behavior

(process measures) or the result of the behavior (outcome measures)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

66

Process Measures

bull Measures that focus on the occurrence of specific behaviors

bull Process measures have been found to increase the occurrence of safe behaviors in transportation

bull Process measures specific to the FMPndash Follow policies and proceduresndash Policies and procedures implemented correctlyndash Information on the FMP has been conveyed ndash Subjective perceptions and opinions of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

67

Following FMP Policies and Procedures

bull FMP policies and procedures have to be followed for the program to be successful

bull Amount of time exercising per week vs medical opinion of amount of exercise needed

bull Percentage of safety meetings attendedbull The amount of fatigue feedback givenreceived in

a given time bull Percentage of time a continuous positive

airway pressure machine (CPAP) is used (if necessary)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

68

FMP Policies and Procedures Implemented Correctly

bull There are a number of specific behaviors that influence if policies and procedures are implemented correctly

bull The number of concerns addressed in the development of FMP policies and procedures

bull The number of feedback provided by employees that indicated a resistance to FMP implementation

bull The number of employees who earn FMP recognition

bull GPS tracking of trucks for miles traveled idle time engine off time on-duty hours and driving hours

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 21: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

21

Personal Attendance of Managers at Fatigue Meetings

bull Your attendance in fatigue meetings demonstrates a commitment to fatigue managementndash Recognize and acknowledgendash Feedbackndash Prompt safe behaviorndash Model safe behaviorndash Receive feedback directly from employeesndash Observe risky environmental conditions ndash One-to-one communication

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

22

Face-to-Face Meetings with Employees that Feature Fatigue as a Topic

bull Show you value CMV driver fatigue managementbull Provide praise and recognition for safe behavior

and self-reports of fatiguebull Provide corrective fatigue-related feedback

privately bull Receive feedback from the employeebull Develop personal fatigue- related goals

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

23

Job Descriptions that Include SafetyFatigue Contracts

bull Show fatigue management is valuedbull Demonstrate how fatigue relates to the jobbull Provide personal accountability for fatigued driving

performancebull Review non-fatigued driving as an essential job

requirementbull Describe fatigue-related policies and procedures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

24

Fatigue Leadershipbull Leaders inspire people to act bull Fatigue leadership not only from managementbull All employees should be fatigue management

leadersbull Hold themselves and others accountablebull Educate not trainbull Listen firstbull Promote ownership of fatigue improvementbull Allow others to develop methods to reduce fatiguebull Show confidence that safe behavior can be performed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

25

Communication About Fatigue Issues

bull Open and ongoing non-punitive communication involving safety and fatigue

bull Keep formal and informal channels of fatigue communication open

bull Involve regular communication between management supervisors and the workforce

bull Involve drivers (if interested) in developing communication strategies

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

26

Lesson Quiz Lesson 21 What is a suggestion for showing managementrsquos commitment to fatigue

managementA Create top-down controlB Face-to-face meetings with employees featuring fatigue as a topicC Avoid acknowledging drivers for their efforts in fatigue managementD Only encourage individualized responsibility

2 Why is it important to maintain a high profile for fatigue in meetingsA Including fatigue discussions in meetings illustrates how fatigue management

relates to other aspects of the organizationB Management needs to show that they are in control of the fatigue

management programC Meetings are a way to show fatigue management is a priorityD Discussing fatigue in meetings influences top-down involvement

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

27

Lesson Quiz Lesson 2 Continued3 When should individual corrective fatigue management feedback be

givenA In a groupB In driver terminalsC PrivatelyD All the above

4 What statement below is accurate A Fatigue management leaders are not confident that drivers can follow fatigue

management proceduresB Fatigue management leaders train not educate drivers on fatigue

management behaviorsC All employees should be fatigue management leadersD Only management is responsible for fatigue management leadership

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

28

Lesson Quiz Lesson 2 Continued

5 Why is it important to have open and ongoing communication involvement fatigue managementA It ensures management is in control of the fatigue

management processB Communication will help to remind everyone of the

importance of fatigue managementC It provides an opportunity for management to criticize

driversD Reinforce the belief that fatigue management is the

responsibility of drivers

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

29

Lesson 3 Strategies for Engaging and Empowering Staff and Generating Commitment in the FMP

>

10501249

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

30

Empowerment

bull Sharing of authority and responsibility bull Increased perception of controlbull Sharing organizational information and

knowledge that gives employees power to make decisions that directly influence organizational performance and direction

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

31

Importance of Empowerment

bull Cost control organizational flexibility and product quality improvements

bull Increased job satisfaction motivation and organizational citizenship behavior

bull Decreased turnover and absenteeismbull Increased individual recognition

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

32

Increasing Perceptions of Empowerment

bull Three factors impact sense of empowerment

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

33

Increasing Empowerment

bull Strategies for increasing employee empowermentndash Provide a sense of trust that employees will do a good jobndash Provide supportive feedback concerning safe behaviorsndash Actively listen to employees before offering advice or

feedbackndash Allow employees to develop personal goalsndash Allow employees to develop their own strategies for

increasing safe behavior while reducing risky behavior

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

34

Empowerment and Resistance to Change

bull Empowerment diminishes resistance to changendash Allows employees to contribute to the process of

changendash Builds a sense of trustndash Increases a personal sense

of controlndash Provides bottom-up initiativendash Motivates others to accept changendash Provides more responsibility

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

35

Delegation of Responsibility for Fatigue

bull Each employee feels responsible for fatigue and safety in a positive safety culture

bull Delegating responsibility holds all employees accountable

bull Employees will feel responsible and accountable for their fatigue and help co-workers

bull Well-defined responsibilities increases performance

bull A sense of ownership over safety initiatives

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

36

Encouraging Commitment to the Organization

bull Dedication to the organization and willing to work on its behalf

bull 3 factors that contribute to organizational commitmentndash Identity and loyalty to the organizationndash Amount of personal investment made to the organizationndash Personal feelings of obligation to the organization

bull Commitment can be at different levels in the organization

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

37

Benefits of Organizational Commitment

bull Increased job satisfactionbull Increased performancebull Increased involvementbull Decreased job stressbull Decreased resistance to changebull Decreased turnover and absenteeism

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

38

Increasing Organizational Commitment

bull Support from you and supervisorsndash ldquoMy organization and supervisor are on my siderdquo

bull Rewards for goal achievement and other accomplishments

bull Participation in organizational decision makingbull Perceptions of belonging in

the organizationbull Training and commitment from the organization in

employee development

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

39

Lesson Quiz Lesson 31 What is empowerment

A Empowerment means letting your employees do whatever they wantB Giving employees sole responsibility C Sharing information and knowledge so employees can make decisionsD Decrease in managementrsquos responsibility

2 What is a factor that influences employeesrsquo perceptions of empowerment

A Self-efficacyB Personal controlC OptimismD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

40

Lesson Quiz Lesson 3 Continued3 Why is employee empowerment important

A Empowerment can diminish resistance to the FMP because it creates bottom-up involvement

B Empowerment decreases managementrsquos responsibility in the FMPC Empowerment tricks employees in believing they are in controlD Empowerment increases managementrsquos control in the development of the

FMP

4 Why is it important to delegate responsibility for fatigue managementA It reduces responsibility of managementB It increases managementrsquos controlC Decreases employeesrsquo sense of self-efficacyD Accountability increases

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

41

Lesson Quiz Lesson 3 Continued

5 What is a strategy to increase organizational commitmentA Encourage participation in FMP development

and decision-makingB Reduce empowermentC Develop and assign goals to employeesD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

42

Lesson 4 Step-by-Step Guide to Corporate Culture Change

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

43

Corporate Culture Changebull Culture change can be accomplished through the

following steps or techniques1 Top management ldquobuy inrdquo2 Building trust3 Conducting bench marking4 Management training5 Creating a steering committee6 Development of a safety vision7 Defining roles

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

44

Corporate Culture Change8 Developing accountability9 Developing measures10 Developing policies for

recognition11 Awareness education and

kick-off12 Implementing the FMP13 Measuring performance14 Supporting the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

45

Top Management ldquoBuy Inrdquobull Employees often follow authority or top management and

look to them for guidance in times of changebull Champion the FMP through face-to-face interactionsbull Avoid lip service bull Attend and participate in all meetings

concerning the FMPbull Emphasize the benefits of the FMP and

beliefs in its successbull Provide positive feedback praise and recognition for all

employees involved in the FMPbull Be actively involved in the development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

46

Build Trust

bull Involve employees from all levels of the organization in the development of the FMP

bull Seek specific feedback about the FMPbull Actively listen to all concernsbull Provide opportunities for choice in the FMP

development process among employeesbull Consider CMV driver fatigue

management a value and not a prioritybull You should be expected to follow the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

47

Conduct Bench Marking

bull Observation of current fatigue management and fatigue-related characteristics will determine areas in need of improvement

bull Evaluate current best practices to identify proven fatigue management techniques

bull Identify best practices related to your organizationrsquos need for improvement

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

48

Management Training and Education

bull Critical for you to fully understand the concept behind the FMP before developing the FMP

bull Organizational culture change requires all employees to understand the basic principles behind change

bull Management needs training in the best practices related to the FMP in order to champion the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

49

Training Managers

bull Train managers tondash Provide supportive and corrective feedbackndash Become leaders in the FMP developmentndash Provide rewards praise andor recognition for

goal accomplishmentndash Effectively communicate about FMP-related topics

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

50

Steering Committee

bull Steering committee needs to be assembled to provide oversight and support

bull All levels of the organization included on the steering committee including a driver advisory council

bull The steering committee will serve two functionsndash Develop FMP contentndash Develop the process for implementing the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

51

Assembling the Steering Committee

bull What mission will the steering committee servebull What ground rules dictate how the steering committee

will operatebull What will be the suggested authority of the steering

committeebull What limitations are placed on the steering committeebull What are the priorities of the steering committeebull Which people are best suited to be on the steering

committee

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

52

Develop a Safety Vision

bull What is the purpose of the FMPbull How should the FMP affect the future of the

organizationbull What is the ideal outcome of the FMPbull What the current state of fatigue is

within the organizationbull What steps are needed for the organization

to reach the ideal fatigue-related outcome(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

53

Define Roles

bull When defining roles consider each committee memberrsquos strengths and why they have been selected to be on the steering committeendash Who has the most knowledge of current FMP best

practicesndash Who can elicit the most

comprehensive feedback from driversndash Who has knowledge of training and education

principles and proceduresndash Who has knowledge of program administration

and finances

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

54

Develop Accountabilitybull Strive towards self-directed responsibility and

accountability bull Recognize and acknowledge involvement in the FMPbull Hold employees accountable for things in their controlbull Develop SMART (Specific Motivational Achievable

Relevant Trackable) goalsbull Feedback on progression toward goal accomplishmentbull ldquoFact-findrdquo not ldquofault-findrdquobull Focus on process measures instead of

outcome measures (described in Lesson 5)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

55

Develop Measures

bull Develop measures that allow employees to be held accountable

bull Process measures and not outcome measuresbull Focus on specific behaviors that can be easily defined

tracked and are related to individual and group goalsndash For group goals group performance

measures should be developedndash For individual goals personal

performance measures should be developed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

56

Develop Policies for Recognition

bull Specific behaviorsbull Participation in FMP development implementation and

evaluationbull Policies for recognition and rewards should be well

defined and easily understoodbull Achievable but motivatingbull Develop policies for both group and individual

recognitionbull Group recognition should not be contingent on an

individualrsquos failure(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

57

Awareness Education and Kick-Off

bull All employees must be aware of and educated on the purpose policies and procedures involved in the FMP

bull Awareness and education help to reduce resistance to the FMP

bull Holding a kick-off meeting(s) helps show your support and ldquobuy-inrdquo for the FMP

bull Ensure all employees fully understand the reason behind the FMP and how it works

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

58

Implement the FMP

bull After the all previous steps have been completed the FMP should be implemented

bull Keep all lines of communication open to answer any questions related to the FMP

bull Show continued support by maintaining a high profile in all meetings relating to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

59

Measure Performance

bull Continued measurement is criticalbull Measurement helps gauge the impact of

the FMP and employee acceptancebull Use predefined measures developed by the

steering committeebull Use both quantitative and qualitative

measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

60

Support the FMPbull Need to show continued support for

the FMPbull Formal and informal communication

to gather feedback regarding the FMPbull Follow through with pre-defined rules

for reward and recognitionbull Visibility and participation in all meetings related to the FMPbull Actively listen to all feedback and address issues with the

steering committee bull Post weeklymonthly charts tracking

progress of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

61

Lesson Quiz Lesson 41 How can management show FMP ldquobuy-inrdquo

A Actively participate in all meetings concerning the FMPB Avoid lip serviceC Provide positive feedback praise and recognition for all employees

involved in the FMPD All the above

2 Why is it important to conduct fatigue management bench marking

A To identify drivers that practice bad fatigue managementB To evaluate the current overall state of driver fatigueC To punish those employees that do not support fatigue managementD Build trust

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

62

Lesson Quiz Lesson 4 Continued3 Who should make up the FMP steering committee

A Only managementB Only driversC Representatives from all levels of the organization affected by the

FMPD Both management and drivers

4 What is a strategy to develop accountabilityA Develop SMART goalsB Provide feedback on progression toward goals accomplishmentC ldquoFact-findrdquo not ldquofault-findrdquoD All the above

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63

Lesson Quiz Lesson 4 Continued

5 What kind of measures should be developedA Only individual performance measuresB Only group performance measuresC Both individual and group performance

measuresD Only outcome measures

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64

Lesson 5 Performance Measures to Gauge the Efficacy of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

65

You Canrsquot Manage What You Canrsquot Measure

bull What is the current level of performancebull To know if interventions are changing behavior you have

to measure and track what it is you want to changebull Measuring behaviors allows them

to be monitored and reviewedbull Operationally define behaviors so

they can be trackedbull Measurement can be focused on the specific behavior

(process measures) or the result of the behavior (outcome measures)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

66

Process Measures

bull Measures that focus on the occurrence of specific behaviors

bull Process measures have been found to increase the occurrence of safe behaviors in transportation

bull Process measures specific to the FMPndash Follow policies and proceduresndash Policies and procedures implemented correctlyndash Information on the FMP has been conveyed ndash Subjective perceptions and opinions of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

67

Following FMP Policies and Procedures

bull FMP policies and procedures have to be followed for the program to be successful

bull Amount of time exercising per week vs medical opinion of amount of exercise needed

bull Percentage of safety meetings attendedbull The amount of fatigue feedback givenreceived in

a given time bull Percentage of time a continuous positive

airway pressure machine (CPAP) is used (if necessary)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

68

FMP Policies and Procedures Implemented Correctly

bull There are a number of specific behaviors that influence if policies and procedures are implemented correctly

bull The number of concerns addressed in the development of FMP policies and procedures

bull The number of feedback provided by employees that indicated a resistance to FMP implementation

bull The number of employees who earn FMP recognition

bull GPS tracking of trucks for miles traveled idle time engine off time on-duty hours and driving hours

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

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70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

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72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

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76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 22: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

22

Face-to-Face Meetings with Employees that Feature Fatigue as a Topic

bull Show you value CMV driver fatigue managementbull Provide praise and recognition for safe behavior

and self-reports of fatiguebull Provide corrective fatigue-related feedback

privately bull Receive feedback from the employeebull Develop personal fatigue- related goals

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

23

Job Descriptions that Include SafetyFatigue Contracts

bull Show fatigue management is valuedbull Demonstrate how fatigue relates to the jobbull Provide personal accountability for fatigued driving

performancebull Review non-fatigued driving as an essential job

requirementbull Describe fatigue-related policies and procedures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

24

Fatigue Leadershipbull Leaders inspire people to act bull Fatigue leadership not only from managementbull All employees should be fatigue management

leadersbull Hold themselves and others accountablebull Educate not trainbull Listen firstbull Promote ownership of fatigue improvementbull Allow others to develop methods to reduce fatiguebull Show confidence that safe behavior can be performed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

25

Communication About Fatigue Issues

bull Open and ongoing non-punitive communication involving safety and fatigue

bull Keep formal and informal channels of fatigue communication open

bull Involve regular communication between management supervisors and the workforce

bull Involve drivers (if interested) in developing communication strategies

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

26

Lesson Quiz Lesson 21 What is a suggestion for showing managementrsquos commitment to fatigue

managementA Create top-down controlB Face-to-face meetings with employees featuring fatigue as a topicC Avoid acknowledging drivers for their efforts in fatigue managementD Only encourage individualized responsibility

2 Why is it important to maintain a high profile for fatigue in meetingsA Including fatigue discussions in meetings illustrates how fatigue management

relates to other aspects of the organizationB Management needs to show that they are in control of the fatigue

management programC Meetings are a way to show fatigue management is a priorityD Discussing fatigue in meetings influences top-down involvement

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

27

Lesson Quiz Lesson 2 Continued3 When should individual corrective fatigue management feedback be

givenA In a groupB In driver terminalsC PrivatelyD All the above

4 What statement below is accurate A Fatigue management leaders are not confident that drivers can follow fatigue

management proceduresB Fatigue management leaders train not educate drivers on fatigue

management behaviorsC All employees should be fatigue management leadersD Only management is responsible for fatigue management leadership

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

28

Lesson Quiz Lesson 2 Continued

5 Why is it important to have open and ongoing communication involvement fatigue managementA It ensures management is in control of the fatigue

management processB Communication will help to remind everyone of the

importance of fatigue managementC It provides an opportunity for management to criticize

driversD Reinforce the belief that fatigue management is the

responsibility of drivers

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

29

Lesson 3 Strategies for Engaging and Empowering Staff and Generating Commitment in the FMP

>

10501249

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

30

Empowerment

bull Sharing of authority and responsibility bull Increased perception of controlbull Sharing organizational information and

knowledge that gives employees power to make decisions that directly influence organizational performance and direction

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

31

Importance of Empowerment

bull Cost control organizational flexibility and product quality improvements

bull Increased job satisfaction motivation and organizational citizenship behavior

bull Decreased turnover and absenteeismbull Increased individual recognition

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

32

Increasing Perceptions of Empowerment

bull Three factors impact sense of empowerment

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

33

Increasing Empowerment

bull Strategies for increasing employee empowermentndash Provide a sense of trust that employees will do a good jobndash Provide supportive feedback concerning safe behaviorsndash Actively listen to employees before offering advice or

feedbackndash Allow employees to develop personal goalsndash Allow employees to develop their own strategies for

increasing safe behavior while reducing risky behavior

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

34

Empowerment and Resistance to Change

bull Empowerment diminishes resistance to changendash Allows employees to contribute to the process of

changendash Builds a sense of trustndash Increases a personal sense

of controlndash Provides bottom-up initiativendash Motivates others to accept changendash Provides more responsibility

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

35

Delegation of Responsibility for Fatigue

bull Each employee feels responsible for fatigue and safety in a positive safety culture

bull Delegating responsibility holds all employees accountable

bull Employees will feel responsible and accountable for their fatigue and help co-workers

bull Well-defined responsibilities increases performance

bull A sense of ownership over safety initiatives

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

36

Encouraging Commitment to the Organization

bull Dedication to the organization and willing to work on its behalf

bull 3 factors that contribute to organizational commitmentndash Identity and loyalty to the organizationndash Amount of personal investment made to the organizationndash Personal feelings of obligation to the organization

bull Commitment can be at different levels in the organization

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

37

Benefits of Organizational Commitment

bull Increased job satisfactionbull Increased performancebull Increased involvementbull Decreased job stressbull Decreased resistance to changebull Decreased turnover and absenteeism

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

38

Increasing Organizational Commitment

bull Support from you and supervisorsndash ldquoMy organization and supervisor are on my siderdquo

bull Rewards for goal achievement and other accomplishments

bull Participation in organizational decision makingbull Perceptions of belonging in

the organizationbull Training and commitment from the organization in

employee development

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

39

Lesson Quiz Lesson 31 What is empowerment

A Empowerment means letting your employees do whatever they wantB Giving employees sole responsibility C Sharing information and knowledge so employees can make decisionsD Decrease in managementrsquos responsibility

2 What is a factor that influences employeesrsquo perceptions of empowerment

A Self-efficacyB Personal controlC OptimismD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

40

Lesson Quiz Lesson 3 Continued3 Why is employee empowerment important

A Empowerment can diminish resistance to the FMP because it creates bottom-up involvement

B Empowerment decreases managementrsquos responsibility in the FMPC Empowerment tricks employees in believing they are in controlD Empowerment increases managementrsquos control in the development of the

FMP

4 Why is it important to delegate responsibility for fatigue managementA It reduces responsibility of managementB It increases managementrsquos controlC Decreases employeesrsquo sense of self-efficacyD Accountability increases

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

41

Lesson Quiz Lesson 3 Continued

5 What is a strategy to increase organizational commitmentA Encourage participation in FMP development

and decision-makingB Reduce empowermentC Develop and assign goals to employeesD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

42

Lesson 4 Step-by-Step Guide to Corporate Culture Change

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

43

Corporate Culture Changebull Culture change can be accomplished through the

following steps or techniques1 Top management ldquobuy inrdquo2 Building trust3 Conducting bench marking4 Management training5 Creating a steering committee6 Development of a safety vision7 Defining roles

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

44

Corporate Culture Change8 Developing accountability9 Developing measures10 Developing policies for

recognition11 Awareness education and

kick-off12 Implementing the FMP13 Measuring performance14 Supporting the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

45

Top Management ldquoBuy Inrdquobull Employees often follow authority or top management and

look to them for guidance in times of changebull Champion the FMP through face-to-face interactionsbull Avoid lip service bull Attend and participate in all meetings

concerning the FMPbull Emphasize the benefits of the FMP and

beliefs in its successbull Provide positive feedback praise and recognition for all

employees involved in the FMPbull Be actively involved in the development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

46

Build Trust

bull Involve employees from all levels of the organization in the development of the FMP

bull Seek specific feedback about the FMPbull Actively listen to all concernsbull Provide opportunities for choice in the FMP

development process among employeesbull Consider CMV driver fatigue

management a value and not a prioritybull You should be expected to follow the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

47

Conduct Bench Marking

bull Observation of current fatigue management and fatigue-related characteristics will determine areas in need of improvement

bull Evaluate current best practices to identify proven fatigue management techniques

bull Identify best practices related to your organizationrsquos need for improvement

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

48

Management Training and Education

bull Critical for you to fully understand the concept behind the FMP before developing the FMP

bull Organizational culture change requires all employees to understand the basic principles behind change

bull Management needs training in the best practices related to the FMP in order to champion the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

49

Training Managers

bull Train managers tondash Provide supportive and corrective feedbackndash Become leaders in the FMP developmentndash Provide rewards praise andor recognition for

goal accomplishmentndash Effectively communicate about FMP-related topics

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

50

Steering Committee

bull Steering committee needs to be assembled to provide oversight and support

bull All levels of the organization included on the steering committee including a driver advisory council

bull The steering committee will serve two functionsndash Develop FMP contentndash Develop the process for implementing the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

51

Assembling the Steering Committee

bull What mission will the steering committee servebull What ground rules dictate how the steering committee

will operatebull What will be the suggested authority of the steering

committeebull What limitations are placed on the steering committeebull What are the priorities of the steering committeebull Which people are best suited to be on the steering

committee

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

52

Develop a Safety Vision

bull What is the purpose of the FMPbull How should the FMP affect the future of the

organizationbull What is the ideal outcome of the FMPbull What the current state of fatigue is

within the organizationbull What steps are needed for the organization

to reach the ideal fatigue-related outcome(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

53

Define Roles

bull When defining roles consider each committee memberrsquos strengths and why they have been selected to be on the steering committeendash Who has the most knowledge of current FMP best

practicesndash Who can elicit the most

comprehensive feedback from driversndash Who has knowledge of training and education

principles and proceduresndash Who has knowledge of program administration

and finances

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

54

Develop Accountabilitybull Strive towards self-directed responsibility and

accountability bull Recognize and acknowledge involvement in the FMPbull Hold employees accountable for things in their controlbull Develop SMART (Specific Motivational Achievable

Relevant Trackable) goalsbull Feedback on progression toward goal accomplishmentbull ldquoFact-findrdquo not ldquofault-findrdquobull Focus on process measures instead of

outcome measures (described in Lesson 5)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

55

Develop Measures

bull Develop measures that allow employees to be held accountable

bull Process measures and not outcome measuresbull Focus on specific behaviors that can be easily defined

tracked and are related to individual and group goalsndash For group goals group performance

measures should be developedndash For individual goals personal

performance measures should be developed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

56

Develop Policies for Recognition

bull Specific behaviorsbull Participation in FMP development implementation and

evaluationbull Policies for recognition and rewards should be well

defined and easily understoodbull Achievable but motivatingbull Develop policies for both group and individual

recognitionbull Group recognition should not be contingent on an

individualrsquos failure(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

57

Awareness Education and Kick-Off

bull All employees must be aware of and educated on the purpose policies and procedures involved in the FMP

bull Awareness and education help to reduce resistance to the FMP

bull Holding a kick-off meeting(s) helps show your support and ldquobuy-inrdquo for the FMP

bull Ensure all employees fully understand the reason behind the FMP and how it works

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

58

Implement the FMP

bull After the all previous steps have been completed the FMP should be implemented

bull Keep all lines of communication open to answer any questions related to the FMP

bull Show continued support by maintaining a high profile in all meetings relating to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

59

Measure Performance

bull Continued measurement is criticalbull Measurement helps gauge the impact of

the FMP and employee acceptancebull Use predefined measures developed by the

steering committeebull Use both quantitative and qualitative

measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

60

Support the FMPbull Need to show continued support for

the FMPbull Formal and informal communication

to gather feedback regarding the FMPbull Follow through with pre-defined rules

for reward and recognitionbull Visibility and participation in all meetings related to the FMPbull Actively listen to all feedback and address issues with the

steering committee bull Post weeklymonthly charts tracking

progress of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

61

Lesson Quiz Lesson 41 How can management show FMP ldquobuy-inrdquo

A Actively participate in all meetings concerning the FMPB Avoid lip serviceC Provide positive feedback praise and recognition for all employees

involved in the FMPD All the above

2 Why is it important to conduct fatigue management bench marking

A To identify drivers that practice bad fatigue managementB To evaluate the current overall state of driver fatigueC To punish those employees that do not support fatigue managementD Build trust

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

62

Lesson Quiz Lesson 4 Continued3 Who should make up the FMP steering committee

A Only managementB Only driversC Representatives from all levels of the organization affected by the

FMPD Both management and drivers

4 What is a strategy to develop accountabilityA Develop SMART goalsB Provide feedback on progression toward goals accomplishmentC ldquoFact-findrdquo not ldquofault-findrdquoD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

63

Lesson Quiz Lesson 4 Continued

5 What kind of measures should be developedA Only individual performance measuresB Only group performance measuresC Both individual and group performance

measuresD Only outcome measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

64

Lesson 5 Performance Measures to Gauge the Efficacy of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

65

You Canrsquot Manage What You Canrsquot Measure

bull What is the current level of performancebull To know if interventions are changing behavior you have

to measure and track what it is you want to changebull Measuring behaviors allows them

to be monitored and reviewedbull Operationally define behaviors so

they can be trackedbull Measurement can be focused on the specific behavior

(process measures) or the result of the behavior (outcome measures)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

66

Process Measures

bull Measures that focus on the occurrence of specific behaviors

bull Process measures have been found to increase the occurrence of safe behaviors in transportation

bull Process measures specific to the FMPndash Follow policies and proceduresndash Policies and procedures implemented correctlyndash Information on the FMP has been conveyed ndash Subjective perceptions and opinions of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

67

Following FMP Policies and Procedures

bull FMP policies and procedures have to be followed for the program to be successful

bull Amount of time exercising per week vs medical opinion of amount of exercise needed

bull Percentage of safety meetings attendedbull The amount of fatigue feedback givenreceived in

a given time bull Percentage of time a continuous positive

airway pressure machine (CPAP) is used (if necessary)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

68

FMP Policies and Procedures Implemented Correctly

bull There are a number of specific behaviors that influence if policies and procedures are implemented correctly

bull The number of concerns addressed in the development of FMP policies and procedures

bull The number of feedback provided by employees that indicated a resistance to FMP implementation

bull The number of employees who earn FMP recognition

bull GPS tracking of trucks for miles traveled idle time engine off time on-duty hours and driving hours

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 23: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

23

Job Descriptions that Include SafetyFatigue Contracts

bull Show fatigue management is valuedbull Demonstrate how fatigue relates to the jobbull Provide personal accountability for fatigued driving

performancebull Review non-fatigued driving as an essential job

requirementbull Describe fatigue-related policies and procedures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

24

Fatigue Leadershipbull Leaders inspire people to act bull Fatigue leadership not only from managementbull All employees should be fatigue management

leadersbull Hold themselves and others accountablebull Educate not trainbull Listen firstbull Promote ownership of fatigue improvementbull Allow others to develop methods to reduce fatiguebull Show confidence that safe behavior can be performed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

25

Communication About Fatigue Issues

bull Open and ongoing non-punitive communication involving safety and fatigue

bull Keep formal and informal channels of fatigue communication open

bull Involve regular communication between management supervisors and the workforce

bull Involve drivers (if interested) in developing communication strategies

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

26

Lesson Quiz Lesson 21 What is a suggestion for showing managementrsquos commitment to fatigue

managementA Create top-down controlB Face-to-face meetings with employees featuring fatigue as a topicC Avoid acknowledging drivers for their efforts in fatigue managementD Only encourage individualized responsibility

2 Why is it important to maintain a high profile for fatigue in meetingsA Including fatigue discussions in meetings illustrates how fatigue management

relates to other aspects of the organizationB Management needs to show that they are in control of the fatigue

management programC Meetings are a way to show fatigue management is a priorityD Discussing fatigue in meetings influences top-down involvement

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

27

Lesson Quiz Lesson 2 Continued3 When should individual corrective fatigue management feedback be

givenA In a groupB In driver terminalsC PrivatelyD All the above

4 What statement below is accurate A Fatigue management leaders are not confident that drivers can follow fatigue

management proceduresB Fatigue management leaders train not educate drivers on fatigue

management behaviorsC All employees should be fatigue management leadersD Only management is responsible for fatigue management leadership

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

28

Lesson Quiz Lesson 2 Continued

5 Why is it important to have open and ongoing communication involvement fatigue managementA It ensures management is in control of the fatigue

management processB Communication will help to remind everyone of the

importance of fatigue managementC It provides an opportunity for management to criticize

driversD Reinforce the belief that fatigue management is the

responsibility of drivers

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

29

Lesson 3 Strategies for Engaging and Empowering Staff and Generating Commitment in the FMP

>

10501249

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

30

Empowerment

bull Sharing of authority and responsibility bull Increased perception of controlbull Sharing organizational information and

knowledge that gives employees power to make decisions that directly influence organizational performance and direction

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

31

Importance of Empowerment

bull Cost control organizational flexibility and product quality improvements

bull Increased job satisfaction motivation and organizational citizenship behavior

bull Decreased turnover and absenteeismbull Increased individual recognition

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

32

Increasing Perceptions of Empowerment

bull Three factors impact sense of empowerment

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

33

Increasing Empowerment

bull Strategies for increasing employee empowermentndash Provide a sense of trust that employees will do a good jobndash Provide supportive feedback concerning safe behaviorsndash Actively listen to employees before offering advice or

feedbackndash Allow employees to develop personal goalsndash Allow employees to develop their own strategies for

increasing safe behavior while reducing risky behavior

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

34

Empowerment and Resistance to Change

bull Empowerment diminishes resistance to changendash Allows employees to contribute to the process of

changendash Builds a sense of trustndash Increases a personal sense

of controlndash Provides bottom-up initiativendash Motivates others to accept changendash Provides more responsibility

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

35

Delegation of Responsibility for Fatigue

bull Each employee feels responsible for fatigue and safety in a positive safety culture

bull Delegating responsibility holds all employees accountable

bull Employees will feel responsible and accountable for their fatigue and help co-workers

bull Well-defined responsibilities increases performance

bull A sense of ownership over safety initiatives

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

36

Encouraging Commitment to the Organization

bull Dedication to the organization and willing to work on its behalf

bull 3 factors that contribute to organizational commitmentndash Identity and loyalty to the organizationndash Amount of personal investment made to the organizationndash Personal feelings of obligation to the organization

bull Commitment can be at different levels in the organization

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

37

Benefits of Organizational Commitment

bull Increased job satisfactionbull Increased performancebull Increased involvementbull Decreased job stressbull Decreased resistance to changebull Decreased turnover and absenteeism

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

38

Increasing Organizational Commitment

bull Support from you and supervisorsndash ldquoMy organization and supervisor are on my siderdquo

bull Rewards for goal achievement and other accomplishments

bull Participation in organizational decision makingbull Perceptions of belonging in

the organizationbull Training and commitment from the organization in

employee development

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

39

Lesson Quiz Lesson 31 What is empowerment

A Empowerment means letting your employees do whatever they wantB Giving employees sole responsibility C Sharing information and knowledge so employees can make decisionsD Decrease in managementrsquos responsibility

2 What is a factor that influences employeesrsquo perceptions of empowerment

A Self-efficacyB Personal controlC OptimismD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

40

Lesson Quiz Lesson 3 Continued3 Why is employee empowerment important

A Empowerment can diminish resistance to the FMP because it creates bottom-up involvement

B Empowerment decreases managementrsquos responsibility in the FMPC Empowerment tricks employees in believing they are in controlD Empowerment increases managementrsquos control in the development of the

FMP

4 Why is it important to delegate responsibility for fatigue managementA It reduces responsibility of managementB It increases managementrsquos controlC Decreases employeesrsquo sense of self-efficacyD Accountability increases

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

41

Lesson Quiz Lesson 3 Continued

5 What is a strategy to increase organizational commitmentA Encourage participation in FMP development

and decision-makingB Reduce empowermentC Develop and assign goals to employeesD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

42

Lesson 4 Step-by-Step Guide to Corporate Culture Change

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

43

Corporate Culture Changebull Culture change can be accomplished through the

following steps or techniques1 Top management ldquobuy inrdquo2 Building trust3 Conducting bench marking4 Management training5 Creating a steering committee6 Development of a safety vision7 Defining roles

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

44

Corporate Culture Change8 Developing accountability9 Developing measures10 Developing policies for

recognition11 Awareness education and

kick-off12 Implementing the FMP13 Measuring performance14 Supporting the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

45

Top Management ldquoBuy Inrdquobull Employees often follow authority or top management and

look to them for guidance in times of changebull Champion the FMP through face-to-face interactionsbull Avoid lip service bull Attend and participate in all meetings

concerning the FMPbull Emphasize the benefits of the FMP and

beliefs in its successbull Provide positive feedback praise and recognition for all

employees involved in the FMPbull Be actively involved in the development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

46

Build Trust

bull Involve employees from all levels of the organization in the development of the FMP

bull Seek specific feedback about the FMPbull Actively listen to all concernsbull Provide opportunities for choice in the FMP

development process among employeesbull Consider CMV driver fatigue

management a value and not a prioritybull You should be expected to follow the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

47

Conduct Bench Marking

bull Observation of current fatigue management and fatigue-related characteristics will determine areas in need of improvement

bull Evaluate current best practices to identify proven fatigue management techniques

bull Identify best practices related to your organizationrsquos need for improvement

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

48

Management Training and Education

bull Critical for you to fully understand the concept behind the FMP before developing the FMP

bull Organizational culture change requires all employees to understand the basic principles behind change

bull Management needs training in the best practices related to the FMP in order to champion the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

49

Training Managers

bull Train managers tondash Provide supportive and corrective feedbackndash Become leaders in the FMP developmentndash Provide rewards praise andor recognition for

goal accomplishmentndash Effectively communicate about FMP-related topics

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

50

Steering Committee

bull Steering committee needs to be assembled to provide oversight and support

bull All levels of the organization included on the steering committee including a driver advisory council

bull The steering committee will serve two functionsndash Develop FMP contentndash Develop the process for implementing the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

51

Assembling the Steering Committee

bull What mission will the steering committee servebull What ground rules dictate how the steering committee

will operatebull What will be the suggested authority of the steering

committeebull What limitations are placed on the steering committeebull What are the priorities of the steering committeebull Which people are best suited to be on the steering

committee

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

52

Develop a Safety Vision

bull What is the purpose of the FMPbull How should the FMP affect the future of the

organizationbull What is the ideal outcome of the FMPbull What the current state of fatigue is

within the organizationbull What steps are needed for the organization

to reach the ideal fatigue-related outcome(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

53

Define Roles

bull When defining roles consider each committee memberrsquos strengths and why they have been selected to be on the steering committeendash Who has the most knowledge of current FMP best

practicesndash Who can elicit the most

comprehensive feedback from driversndash Who has knowledge of training and education

principles and proceduresndash Who has knowledge of program administration

and finances

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

54

Develop Accountabilitybull Strive towards self-directed responsibility and

accountability bull Recognize and acknowledge involvement in the FMPbull Hold employees accountable for things in their controlbull Develop SMART (Specific Motivational Achievable

Relevant Trackable) goalsbull Feedback on progression toward goal accomplishmentbull ldquoFact-findrdquo not ldquofault-findrdquobull Focus on process measures instead of

outcome measures (described in Lesson 5)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

55

Develop Measures

bull Develop measures that allow employees to be held accountable

bull Process measures and not outcome measuresbull Focus on specific behaviors that can be easily defined

tracked and are related to individual and group goalsndash For group goals group performance

measures should be developedndash For individual goals personal

performance measures should be developed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

56

Develop Policies for Recognition

bull Specific behaviorsbull Participation in FMP development implementation and

evaluationbull Policies for recognition and rewards should be well

defined and easily understoodbull Achievable but motivatingbull Develop policies for both group and individual

recognitionbull Group recognition should not be contingent on an

individualrsquos failure(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

57

Awareness Education and Kick-Off

bull All employees must be aware of and educated on the purpose policies and procedures involved in the FMP

bull Awareness and education help to reduce resistance to the FMP

bull Holding a kick-off meeting(s) helps show your support and ldquobuy-inrdquo for the FMP

bull Ensure all employees fully understand the reason behind the FMP and how it works

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

58

Implement the FMP

bull After the all previous steps have been completed the FMP should be implemented

bull Keep all lines of communication open to answer any questions related to the FMP

bull Show continued support by maintaining a high profile in all meetings relating to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

59

Measure Performance

bull Continued measurement is criticalbull Measurement helps gauge the impact of

the FMP and employee acceptancebull Use predefined measures developed by the

steering committeebull Use both quantitative and qualitative

measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

60

Support the FMPbull Need to show continued support for

the FMPbull Formal and informal communication

to gather feedback regarding the FMPbull Follow through with pre-defined rules

for reward and recognitionbull Visibility and participation in all meetings related to the FMPbull Actively listen to all feedback and address issues with the

steering committee bull Post weeklymonthly charts tracking

progress of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

61

Lesson Quiz Lesson 41 How can management show FMP ldquobuy-inrdquo

A Actively participate in all meetings concerning the FMPB Avoid lip serviceC Provide positive feedback praise and recognition for all employees

involved in the FMPD All the above

2 Why is it important to conduct fatigue management bench marking

A To identify drivers that practice bad fatigue managementB To evaluate the current overall state of driver fatigueC To punish those employees that do not support fatigue managementD Build trust

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

62

Lesson Quiz Lesson 4 Continued3 Who should make up the FMP steering committee

A Only managementB Only driversC Representatives from all levels of the organization affected by the

FMPD Both management and drivers

4 What is a strategy to develop accountabilityA Develop SMART goalsB Provide feedback on progression toward goals accomplishmentC ldquoFact-findrdquo not ldquofault-findrdquoD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

63

Lesson Quiz Lesson 4 Continued

5 What kind of measures should be developedA Only individual performance measuresB Only group performance measuresC Both individual and group performance

measuresD Only outcome measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

64

Lesson 5 Performance Measures to Gauge the Efficacy of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

65

You Canrsquot Manage What You Canrsquot Measure

bull What is the current level of performancebull To know if interventions are changing behavior you have

to measure and track what it is you want to changebull Measuring behaviors allows them

to be monitored and reviewedbull Operationally define behaviors so

they can be trackedbull Measurement can be focused on the specific behavior

(process measures) or the result of the behavior (outcome measures)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

66

Process Measures

bull Measures that focus on the occurrence of specific behaviors

bull Process measures have been found to increase the occurrence of safe behaviors in transportation

bull Process measures specific to the FMPndash Follow policies and proceduresndash Policies and procedures implemented correctlyndash Information on the FMP has been conveyed ndash Subjective perceptions and opinions of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

67

Following FMP Policies and Procedures

bull FMP policies and procedures have to be followed for the program to be successful

bull Amount of time exercising per week vs medical opinion of amount of exercise needed

bull Percentage of safety meetings attendedbull The amount of fatigue feedback givenreceived in

a given time bull Percentage of time a continuous positive

airway pressure machine (CPAP) is used (if necessary)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

68

FMP Policies and Procedures Implemented Correctly

bull There are a number of specific behaviors that influence if policies and procedures are implemented correctly

bull The number of concerns addressed in the development of FMP policies and procedures

bull The number of feedback provided by employees that indicated a resistance to FMP implementation

bull The number of employees who earn FMP recognition

bull GPS tracking of trucks for miles traveled idle time engine off time on-duty hours and driving hours

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 24: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

24

Fatigue Leadershipbull Leaders inspire people to act bull Fatigue leadership not only from managementbull All employees should be fatigue management

leadersbull Hold themselves and others accountablebull Educate not trainbull Listen firstbull Promote ownership of fatigue improvementbull Allow others to develop methods to reduce fatiguebull Show confidence that safe behavior can be performed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

25

Communication About Fatigue Issues

bull Open and ongoing non-punitive communication involving safety and fatigue

bull Keep formal and informal channels of fatigue communication open

bull Involve regular communication between management supervisors and the workforce

bull Involve drivers (if interested) in developing communication strategies

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

26

Lesson Quiz Lesson 21 What is a suggestion for showing managementrsquos commitment to fatigue

managementA Create top-down controlB Face-to-face meetings with employees featuring fatigue as a topicC Avoid acknowledging drivers for their efforts in fatigue managementD Only encourage individualized responsibility

2 Why is it important to maintain a high profile for fatigue in meetingsA Including fatigue discussions in meetings illustrates how fatigue management

relates to other aspects of the organizationB Management needs to show that they are in control of the fatigue

management programC Meetings are a way to show fatigue management is a priorityD Discussing fatigue in meetings influences top-down involvement

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

27

Lesson Quiz Lesson 2 Continued3 When should individual corrective fatigue management feedback be

givenA In a groupB In driver terminalsC PrivatelyD All the above

4 What statement below is accurate A Fatigue management leaders are not confident that drivers can follow fatigue

management proceduresB Fatigue management leaders train not educate drivers on fatigue

management behaviorsC All employees should be fatigue management leadersD Only management is responsible for fatigue management leadership

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

28

Lesson Quiz Lesson 2 Continued

5 Why is it important to have open and ongoing communication involvement fatigue managementA It ensures management is in control of the fatigue

management processB Communication will help to remind everyone of the

importance of fatigue managementC It provides an opportunity for management to criticize

driversD Reinforce the belief that fatigue management is the

responsibility of drivers

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

29

Lesson 3 Strategies for Engaging and Empowering Staff and Generating Commitment in the FMP

>

10501249

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

30

Empowerment

bull Sharing of authority and responsibility bull Increased perception of controlbull Sharing organizational information and

knowledge that gives employees power to make decisions that directly influence organizational performance and direction

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

31

Importance of Empowerment

bull Cost control organizational flexibility and product quality improvements

bull Increased job satisfaction motivation and organizational citizenship behavior

bull Decreased turnover and absenteeismbull Increased individual recognition

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

32

Increasing Perceptions of Empowerment

bull Three factors impact sense of empowerment

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

33

Increasing Empowerment

bull Strategies for increasing employee empowermentndash Provide a sense of trust that employees will do a good jobndash Provide supportive feedback concerning safe behaviorsndash Actively listen to employees before offering advice or

feedbackndash Allow employees to develop personal goalsndash Allow employees to develop their own strategies for

increasing safe behavior while reducing risky behavior

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

34

Empowerment and Resistance to Change

bull Empowerment diminishes resistance to changendash Allows employees to contribute to the process of

changendash Builds a sense of trustndash Increases a personal sense

of controlndash Provides bottom-up initiativendash Motivates others to accept changendash Provides more responsibility

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

35

Delegation of Responsibility for Fatigue

bull Each employee feels responsible for fatigue and safety in a positive safety culture

bull Delegating responsibility holds all employees accountable

bull Employees will feel responsible and accountable for their fatigue and help co-workers

bull Well-defined responsibilities increases performance

bull A sense of ownership over safety initiatives

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

36

Encouraging Commitment to the Organization

bull Dedication to the organization and willing to work on its behalf

bull 3 factors that contribute to organizational commitmentndash Identity and loyalty to the organizationndash Amount of personal investment made to the organizationndash Personal feelings of obligation to the organization

bull Commitment can be at different levels in the organization

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

37

Benefits of Organizational Commitment

bull Increased job satisfactionbull Increased performancebull Increased involvementbull Decreased job stressbull Decreased resistance to changebull Decreased turnover and absenteeism

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

38

Increasing Organizational Commitment

bull Support from you and supervisorsndash ldquoMy organization and supervisor are on my siderdquo

bull Rewards for goal achievement and other accomplishments

bull Participation in organizational decision makingbull Perceptions of belonging in

the organizationbull Training and commitment from the organization in

employee development

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

39

Lesson Quiz Lesson 31 What is empowerment

A Empowerment means letting your employees do whatever they wantB Giving employees sole responsibility C Sharing information and knowledge so employees can make decisionsD Decrease in managementrsquos responsibility

2 What is a factor that influences employeesrsquo perceptions of empowerment

A Self-efficacyB Personal controlC OptimismD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

40

Lesson Quiz Lesson 3 Continued3 Why is employee empowerment important

A Empowerment can diminish resistance to the FMP because it creates bottom-up involvement

B Empowerment decreases managementrsquos responsibility in the FMPC Empowerment tricks employees in believing they are in controlD Empowerment increases managementrsquos control in the development of the

FMP

4 Why is it important to delegate responsibility for fatigue managementA It reduces responsibility of managementB It increases managementrsquos controlC Decreases employeesrsquo sense of self-efficacyD Accountability increases

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

41

Lesson Quiz Lesson 3 Continued

5 What is a strategy to increase organizational commitmentA Encourage participation in FMP development

and decision-makingB Reduce empowermentC Develop and assign goals to employeesD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

42

Lesson 4 Step-by-Step Guide to Corporate Culture Change

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

43

Corporate Culture Changebull Culture change can be accomplished through the

following steps or techniques1 Top management ldquobuy inrdquo2 Building trust3 Conducting bench marking4 Management training5 Creating a steering committee6 Development of a safety vision7 Defining roles

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

44

Corporate Culture Change8 Developing accountability9 Developing measures10 Developing policies for

recognition11 Awareness education and

kick-off12 Implementing the FMP13 Measuring performance14 Supporting the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

45

Top Management ldquoBuy Inrdquobull Employees often follow authority or top management and

look to them for guidance in times of changebull Champion the FMP through face-to-face interactionsbull Avoid lip service bull Attend and participate in all meetings

concerning the FMPbull Emphasize the benefits of the FMP and

beliefs in its successbull Provide positive feedback praise and recognition for all

employees involved in the FMPbull Be actively involved in the development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

46

Build Trust

bull Involve employees from all levels of the organization in the development of the FMP

bull Seek specific feedback about the FMPbull Actively listen to all concernsbull Provide opportunities for choice in the FMP

development process among employeesbull Consider CMV driver fatigue

management a value and not a prioritybull You should be expected to follow the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

47

Conduct Bench Marking

bull Observation of current fatigue management and fatigue-related characteristics will determine areas in need of improvement

bull Evaluate current best practices to identify proven fatigue management techniques

bull Identify best practices related to your organizationrsquos need for improvement

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

48

Management Training and Education

bull Critical for you to fully understand the concept behind the FMP before developing the FMP

bull Organizational culture change requires all employees to understand the basic principles behind change

bull Management needs training in the best practices related to the FMP in order to champion the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

49

Training Managers

bull Train managers tondash Provide supportive and corrective feedbackndash Become leaders in the FMP developmentndash Provide rewards praise andor recognition for

goal accomplishmentndash Effectively communicate about FMP-related topics

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

50

Steering Committee

bull Steering committee needs to be assembled to provide oversight and support

bull All levels of the organization included on the steering committee including a driver advisory council

bull The steering committee will serve two functionsndash Develop FMP contentndash Develop the process for implementing the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

51

Assembling the Steering Committee

bull What mission will the steering committee servebull What ground rules dictate how the steering committee

will operatebull What will be the suggested authority of the steering

committeebull What limitations are placed on the steering committeebull What are the priorities of the steering committeebull Which people are best suited to be on the steering

committee

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

52

Develop a Safety Vision

bull What is the purpose of the FMPbull How should the FMP affect the future of the

organizationbull What is the ideal outcome of the FMPbull What the current state of fatigue is

within the organizationbull What steps are needed for the organization

to reach the ideal fatigue-related outcome(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

53

Define Roles

bull When defining roles consider each committee memberrsquos strengths and why they have been selected to be on the steering committeendash Who has the most knowledge of current FMP best

practicesndash Who can elicit the most

comprehensive feedback from driversndash Who has knowledge of training and education

principles and proceduresndash Who has knowledge of program administration

and finances

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

54

Develop Accountabilitybull Strive towards self-directed responsibility and

accountability bull Recognize and acknowledge involvement in the FMPbull Hold employees accountable for things in their controlbull Develop SMART (Specific Motivational Achievable

Relevant Trackable) goalsbull Feedback on progression toward goal accomplishmentbull ldquoFact-findrdquo not ldquofault-findrdquobull Focus on process measures instead of

outcome measures (described in Lesson 5)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

55

Develop Measures

bull Develop measures that allow employees to be held accountable

bull Process measures and not outcome measuresbull Focus on specific behaviors that can be easily defined

tracked and are related to individual and group goalsndash For group goals group performance

measures should be developedndash For individual goals personal

performance measures should be developed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

56

Develop Policies for Recognition

bull Specific behaviorsbull Participation in FMP development implementation and

evaluationbull Policies for recognition and rewards should be well

defined and easily understoodbull Achievable but motivatingbull Develop policies for both group and individual

recognitionbull Group recognition should not be contingent on an

individualrsquos failure(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

57

Awareness Education and Kick-Off

bull All employees must be aware of and educated on the purpose policies and procedures involved in the FMP

bull Awareness and education help to reduce resistance to the FMP

bull Holding a kick-off meeting(s) helps show your support and ldquobuy-inrdquo for the FMP

bull Ensure all employees fully understand the reason behind the FMP and how it works

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

58

Implement the FMP

bull After the all previous steps have been completed the FMP should be implemented

bull Keep all lines of communication open to answer any questions related to the FMP

bull Show continued support by maintaining a high profile in all meetings relating to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

59

Measure Performance

bull Continued measurement is criticalbull Measurement helps gauge the impact of

the FMP and employee acceptancebull Use predefined measures developed by the

steering committeebull Use both quantitative and qualitative

measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

60

Support the FMPbull Need to show continued support for

the FMPbull Formal and informal communication

to gather feedback regarding the FMPbull Follow through with pre-defined rules

for reward and recognitionbull Visibility and participation in all meetings related to the FMPbull Actively listen to all feedback and address issues with the

steering committee bull Post weeklymonthly charts tracking

progress of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

61

Lesson Quiz Lesson 41 How can management show FMP ldquobuy-inrdquo

A Actively participate in all meetings concerning the FMPB Avoid lip serviceC Provide positive feedback praise and recognition for all employees

involved in the FMPD All the above

2 Why is it important to conduct fatigue management bench marking

A To identify drivers that practice bad fatigue managementB To evaluate the current overall state of driver fatigueC To punish those employees that do not support fatigue managementD Build trust

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

62

Lesson Quiz Lesson 4 Continued3 Who should make up the FMP steering committee

A Only managementB Only driversC Representatives from all levels of the organization affected by the

FMPD Both management and drivers

4 What is a strategy to develop accountabilityA Develop SMART goalsB Provide feedback on progression toward goals accomplishmentC ldquoFact-findrdquo not ldquofault-findrdquoD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

63

Lesson Quiz Lesson 4 Continued

5 What kind of measures should be developedA Only individual performance measuresB Only group performance measuresC Both individual and group performance

measuresD Only outcome measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

64

Lesson 5 Performance Measures to Gauge the Efficacy of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

65

You Canrsquot Manage What You Canrsquot Measure

bull What is the current level of performancebull To know if interventions are changing behavior you have

to measure and track what it is you want to changebull Measuring behaviors allows them

to be monitored and reviewedbull Operationally define behaviors so

they can be trackedbull Measurement can be focused on the specific behavior

(process measures) or the result of the behavior (outcome measures)

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66

Process Measures

bull Measures that focus on the occurrence of specific behaviors

bull Process measures have been found to increase the occurrence of safe behaviors in transportation

bull Process measures specific to the FMPndash Follow policies and proceduresndash Policies and procedures implemented correctlyndash Information on the FMP has been conveyed ndash Subjective perceptions and opinions of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

67

Following FMP Policies and Procedures

bull FMP policies and procedures have to be followed for the program to be successful

bull Amount of time exercising per week vs medical opinion of amount of exercise needed

bull Percentage of safety meetings attendedbull The amount of fatigue feedback givenreceived in

a given time bull Percentage of time a continuous positive

airway pressure machine (CPAP) is used (if necessary)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

68

FMP Policies and Procedures Implemented Correctly

bull There are a number of specific behaviors that influence if policies and procedures are implemented correctly

bull The number of concerns addressed in the development of FMP policies and procedures

bull The number of feedback provided by employees that indicated a resistance to FMP implementation

bull The number of employees who earn FMP recognition

bull GPS tracking of trucks for miles traveled idle time engine off time on-duty hours and driving hours

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

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71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

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72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

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80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

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82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

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83

Conclusion Review and Summary

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84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

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85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

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86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 25: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

25

Communication About Fatigue Issues

bull Open and ongoing non-punitive communication involving safety and fatigue

bull Keep formal and informal channels of fatigue communication open

bull Involve regular communication between management supervisors and the workforce

bull Involve drivers (if interested) in developing communication strategies

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

26

Lesson Quiz Lesson 21 What is a suggestion for showing managementrsquos commitment to fatigue

managementA Create top-down controlB Face-to-face meetings with employees featuring fatigue as a topicC Avoid acknowledging drivers for their efforts in fatigue managementD Only encourage individualized responsibility

2 Why is it important to maintain a high profile for fatigue in meetingsA Including fatigue discussions in meetings illustrates how fatigue management

relates to other aspects of the organizationB Management needs to show that they are in control of the fatigue

management programC Meetings are a way to show fatigue management is a priorityD Discussing fatigue in meetings influences top-down involvement

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

27

Lesson Quiz Lesson 2 Continued3 When should individual corrective fatigue management feedback be

givenA In a groupB In driver terminalsC PrivatelyD All the above

4 What statement below is accurate A Fatigue management leaders are not confident that drivers can follow fatigue

management proceduresB Fatigue management leaders train not educate drivers on fatigue

management behaviorsC All employees should be fatigue management leadersD Only management is responsible for fatigue management leadership

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

28

Lesson Quiz Lesson 2 Continued

5 Why is it important to have open and ongoing communication involvement fatigue managementA It ensures management is in control of the fatigue

management processB Communication will help to remind everyone of the

importance of fatigue managementC It provides an opportunity for management to criticize

driversD Reinforce the belief that fatigue management is the

responsibility of drivers

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

29

Lesson 3 Strategies for Engaging and Empowering Staff and Generating Commitment in the FMP

>

10501249

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

30

Empowerment

bull Sharing of authority and responsibility bull Increased perception of controlbull Sharing organizational information and

knowledge that gives employees power to make decisions that directly influence organizational performance and direction

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

31

Importance of Empowerment

bull Cost control organizational flexibility and product quality improvements

bull Increased job satisfaction motivation and organizational citizenship behavior

bull Decreased turnover and absenteeismbull Increased individual recognition

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

32

Increasing Perceptions of Empowerment

bull Three factors impact sense of empowerment

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

33

Increasing Empowerment

bull Strategies for increasing employee empowermentndash Provide a sense of trust that employees will do a good jobndash Provide supportive feedback concerning safe behaviorsndash Actively listen to employees before offering advice or

feedbackndash Allow employees to develop personal goalsndash Allow employees to develop their own strategies for

increasing safe behavior while reducing risky behavior

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

34

Empowerment and Resistance to Change

bull Empowerment diminishes resistance to changendash Allows employees to contribute to the process of

changendash Builds a sense of trustndash Increases a personal sense

of controlndash Provides bottom-up initiativendash Motivates others to accept changendash Provides more responsibility

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

35

Delegation of Responsibility for Fatigue

bull Each employee feels responsible for fatigue and safety in a positive safety culture

bull Delegating responsibility holds all employees accountable

bull Employees will feel responsible and accountable for their fatigue and help co-workers

bull Well-defined responsibilities increases performance

bull A sense of ownership over safety initiatives

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

36

Encouraging Commitment to the Organization

bull Dedication to the organization and willing to work on its behalf

bull 3 factors that contribute to organizational commitmentndash Identity and loyalty to the organizationndash Amount of personal investment made to the organizationndash Personal feelings of obligation to the organization

bull Commitment can be at different levels in the organization

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

37

Benefits of Organizational Commitment

bull Increased job satisfactionbull Increased performancebull Increased involvementbull Decreased job stressbull Decreased resistance to changebull Decreased turnover and absenteeism

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

38

Increasing Organizational Commitment

bull Support from you and supervisorsndash ldquoMy organization and supervisor are on my siderdquo

bull Rewards for goal achievement and other accomplishments

bull Participation in organizational decision makingbull Perceptions of belonging in

the organizationbull Training and commitment from the organization in

employee development

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

39

Lesson Quiz Lesson 31 What is empowerment

A Empowerment means letting your employees do whatever they wantB Giving employees sole responsibility C Sharing information and knowledge so employees can make decisionsD Decrease in managementrsquos responsibility

2 What is a factor that influences employeesrsquo perceptions of empowerment

A Self-efficacyB Personal controlC OptimismD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

40

Lesson Quiz Lesson 3 Continued3 Why is employee empowerment important

A Empowerment can diminish resistance to the FMP because it creates bottom-up involvement

B Empowerment decreases managementrsquos responsibility in the FMPC Empowerment tricks employees in believing they are in controlD Empowerment increases managementrsquos control in the development of the

FMP

4 Why is it important to delegate responsibility for fatigue managementA It reduces responsibility of managementB It increases managementrsquos controlC Decreases employeesrsquo sense of self-efficacyD Accountability increases

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

41

Lesson Quiz Lesson 3 Continued

5 What is a strategy to increase organizational commitmentA Encourage participation in FMP development

and decision-makingB Reduce empowermentC Develop and assign goals to employeesD All the above

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42

Lesson 4 Step-by-Step Guide to Corporate Culture Change

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

43

Corporate Culture Changebull Culture change can be accomplished through the

following steps or techniques1 Top management ldquobuy inrdquo2 Building trust3 Conducting bench marking4 Management training5 Creating a steering committee6 Development of a safety vision7 Defining roles

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

44

Corporate Culture Change8 Developing accountability9 Developing measures10 Developing policies for

recognition11 Awareness education and

kick-off12 Implementing the FMP13 Measuring performance14 Supporting the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

45

Top Management ldquoBuy Inrdquobull Employees often follow authority or top management and

look to them for guidance in times of changebull Champion the FMP through face-to-face interactionsbull Avoid lip service bull Attend and participate in all meetings

concerning the FMPbull Emphasize the benefits of the FMP and

beliefs in its successbull Provide positive feedback praise and recognition for all

employees involved in the FMPbull Be actively involved in the development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

46

Build Trust

bull Involve employees from all levels of the organization in the development of the FMP

bull Seek specific feedback about the FMPbull Actively listen to all concernsbull Provide opportunities for choice in the FMP

development process among employeesbull Consider CMV driver fatigue

management a value and not a prioritybull You should be expected to follow the FMP

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47

Conduct Bench Marking

bull Observation of current fatigue management and fatigue-related characteristics will determine areas in need of improvement

bull Evaluate current best practices to identify proven fatigue management techniques

bull Identify best practices related to your organizationrsquos need for improvement

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48

Management Training and Education

bull Critical for you to fully understand the concept behind the FMP before developing the FMP

bull Organizational culture change requires all employees to understand the basic principles behind change

bull Management needs training in the best practices related to the FMP in order to champion the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

49

Training Managers

bull Train managers tondash Provide supportive and corrective feedbackndash Become leaders in the FMP developmentndash Provide rewards praise andor recognition for

goal accomplishmentndash Effectively communicate about FMP-related topics

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50

Steering Committee

bull Steering committee needs to be assembled to provide oversight and support

bull All levels of the organization included on the steering committee including a driver advisory council

bull The steering committee will serve two functionsndash Develop FMP contentndash Develop the process for implementing the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

51

Assembling the Steering Committee

bull What mission will the steering committee servebull What ground rules dictate how the steering committee

will operatebull What will be the suggested authority of the steering

committeebull What limitations are placed on the steering committeebull What are the priorities of the steering committeebull Which people are best suited to be on the steering

committee

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

52

Develop a Safety Vision

bull What is the purpose of the FMPbull How should the FMP affect the future of the

organizationbull What is the ideal outcome of the FMPbull What the current state of fatigue is

within the organizationbull What steps are needed for the organization

to reach the ideal fatigue-related outcome(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

53

Define Roles

bull When defining roles consider each committee memberrsquos strengths and why they have been selected to be on the steering committeendash Who has the most knowledge of current FMP best

practicesndash Who can elicit the most

comprehensive feedback from driversndash Who has knowledge of training and education

principles and proceduresndash Who has knowledge of program administration

and finances

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

54

Develop Accountabilitybull Strive towards self-directed responsibility and

accountability bull Recognize and acknowledge involvement in the FMPbull Hold employees accountable for things in their controlbull Develop SMART (Specific Motivational Achievable

Relevant Trackable) goalsbull Feedback on progression toward goal accomplishmentbull ldquoFact-findrdquo not ldquofault-findrdquobull Focus on process measures instead of

outcome measures (described in Lesson 5)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

55

Develop Measures

bull Develop measures that allow employees to be held accountable

bull Process measures and not outcome measuresbull Focus on specific behaviors that can be easily defined

tracked and are related to individual and group goalsndash For group goals group performance

measures should be developedndash For individual goals personal

performance measures should be developed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

56

Develop Policies for Recognition

bull Specific behaviorsbull Participation in FMP development implementation and

evaluationbull Policies for recognition and rewards should be well

defined and easily understoodbull Achievable but motivatingbull Develop policies for both group and individual

recognitionbull Group recognition should not be contingent on an

individualrsquos failure(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

57

Awareness Education and Kick-Off

bull All employees must be aware of and educated on the purpose policies and procedures involved in the FMP

bull Awareness and education help to reduce resistance to the FMP

bull Holding a kick-off meeting(s) helps show your support and ldquobuy-inrdquo for the FMP

bull Ensure all employees fully understand the reason behind the FMP and how it works

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

58

Implement the FMP

bull After the all previous steps have been completed the FMP should be implemented

bull Keep all lines of communication open to answer any questions related to the FMP

bull Show continued support by maintaining a high profile in all meetings relating to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

59

Measure Performance

bull Continued measurement is criticalbull Measurement helps gauge the impact of

the FMP and employee acceptancebull Use predefined measures developed by the

steering committeebull Use both quantitative and qualitative

measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

60

Support the FMPbull Need to show continued support for

the FMPbull Formal and informal communication

to gather feedback regarding the FMPbull Follow through with pre-defined rules

for reward and recognitionbull Visibility and participation in all meetings related to the FMPbull Actively listen to all feedback and address issues with the

steering committee bull Post weeklymonthly charts tracking

progress of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

61

Lesson Quiz Lesson 41 How can management show FMP ldquobuy-inrdquo

A Actively participate in all meetings concerning the FMPB Avoid lip serviceC Provide positive feedback praise and recognition for all employees

involved in the FMPD All the above

2 Why is it important to conduct fatigue management bench marking

A To identify drivers that practice bad fatigue managementB To evaluate the current overall state of driver fatigueC To punish those employees that do not support fatigue managementD Build trust

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

62

Lesson Quiz Lesson 4 Continued3 Who should make up the FMP steering committee

A Only managementB Only driversC Representatives from all levels of the organization affected by the

FMPD Both management and drivers

4 What is a strategy to develop accountabilityA Develop SMART goalsB Provide feedback on progression toward goals accomplishmentC ldquoFact-findrdquo not ldquofault-findrdquoD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

63

Lesson Quiz Lesson 4 Continued

5 What kind of measures should be developedA Only individual performance measuresB Only group performance measuresC Both individual and group performance

measuresD Only outcome measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

64

Lesson 5 Performance Measures to Gauge the Efficacy of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

65

You Canrsquot Manage What You Canrsquot Measure

bull What is the current level of performancebull To know if interventions are changing behavior you have

to measure and track what it is you want to changebull Measuring behaviors allows them

to be monitored and reviewedbull Operationally define behaviors so

they can be trackedbull Measurement can be focused on the specific behavior

(process measures) or the result of the behavior (outcome measures)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

66

Process Measures

bull Measures that focus on the occurrence of specific behaviors

bull Process measures have been found to increase the occurrence of safe behaviors in transportation

bull Process measures specific to the FMPndash Follow policies and proceduresndash Policies and procedures implemented correctlyndash Information on the FMP has been conveyed ndash Subjective perceptions and opinions of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

67

Following FMP Policies and Procedures

bull FMP policies and procedures have to be followed for the program to be successful

bull Amount of time exercising per week vs medical opinion of amount of exercise needed

bull Percentage of safety meetings attendedbull The amount of fatigue feedback givenreceived in

a given time bull Percentage of time a continuous positive

airway pressure machine (CPAP) is used (if necessary)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

68

FMP Policies and Procedures Implemented Correctly

bull There are a number of specific behaviors that influence if policies and procedures are implemented correctly

bull The number of concerns addressed in the development of FMP policies and procedures

bull The number of feedback provided by employees that indicated a resistance to FMP implementation

bull The number of employees who earn FMP recognition

bull GPS tracking of trucks for miles traveled idle time engine off time on-duty hours and driving hours

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

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81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

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82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

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83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

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85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

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87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 26: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

26

Lesson Quiz Lesson 21 What is a suggestion for showing managementrsquos commitment to fatigue

managementA Create top-down controlB Face-to-face meetings with employees featuring fatigue as a topicC Avoid acknowledging drivers for their efforts in fatigue managementD Only encourage individualized responsibility

2 Why is it important to maintain a high profile for fatigue in meetingsA Including fatigue discussions in meetings illustrates how fatigue management

relates to other aspects of the organizationB Management needs to show that they are in control of the fatigue

management programC Meetings are a way to show fatigue management is a priorityD Discussing fatigue in meetings influences top-down involvement

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

27

Lesson Quiz Lesson 2 Continued3 When should individual corrective fatigue management feedback be

givenA In a groupB In driver terminalsC PrivatelyD All the above

4 What statement below is accurate A Fatigue management leaders are not confident that drivers can follow fatigue

management proceduresB Fatigue management leaders train not educate drivers on fatigue

management behaviorsC All employees should be fatigue management leadersD Only management is responsible for fatigue management leadership

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

28

Lesson Quiz Lesson 2 Continued

5 Why is it important to have open and ongoing communication involvement fatigue managementA It ensures management is in control of the fatigue

management processB Communication will help to remind everyone of the

importance of fatigue managementC It provides an opportunity for management to criticize

driversD Reinforce the belief that fatigue management is the

responsibility of drivers

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

29

Lesson 3 Strategies for Engaging and Empowering Staff and Generating Commitment in the FMP

>

10501249

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

30

Empowerment

bull Sharing of authority and responsibility bull Increased perception of controlbull Sharing organizational information and

knowledge that gives employees power to make decisions that directly influence organizational performance and direction

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

31

Importance of Empowerment

bull Cost control organizational flexibility and product quality improvements

bull Increased job satisfaction motivation and organizational citizenship behavior

bull Decreased turnover and absenteeismbull Increased individual recognition

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

32

Increasing Perceptions of Empowerment

bull Three factors impact sense of empowerment

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

33

Increasing Empowerment

bull Strategies for increasing employee empowermentndash Provide a sense of trust that employees will do a good jobndash Provide supportive feedback concerning safe behaviorsndash Actively listen to employees before offering advice or

feedbackndash Allow employees to develop personal goalsndash Allow employees to develop their own strategies for

increasing safe behavior while reducing risky behavior

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

34

Empowerment and Resistance to Change

bull Empowerment diminishes resistance to changendash Allows employees to contribute to the process of

changendash Builds a sense of trustndash Increases a personal sense

of controlndash Provides bottom-up initiativendash Motivates others to accept changendash Provides more responsibility

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

35

Delegation of Responsibility for Fatigue

bull Each employee feels responsible for fatigue and safety in a positive safety culture

bull Delegating responsibility holds all employees accountable

bull Employees will feel responsible and accountable for their fatigue and help co-workers

bull Well-defined responsibilities increases performance

bull A sense of ownership over safety initiatives

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

36

Encouraging Commitment to the Organization

bull Dedication to the organization and willing to work on its behalf

bull 3 factors that contribute to organizational commitmentndash Identity and loyalty to the organizationndash Amount of personal investment made to the organizationndash Personal feelings of obligation to the organization

bull Commitment can be at different levels in the organization

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

37

Benefits of Organizational Commitment

bull Increased job satisfactionbull Increased performancebull Increased involvementbull Decreased job stressbull Decreased resistance to changebull Decreased turnover and absenteeism

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

38

Increasing Organizational Commitment

bull Support from you and supervisorsndash ldquoMy organization and supervisor are on my siderdquo

bull Rewards for goal achievement and other accomplishments

bull Participation in organizational decision makingbull Perceptions of belonging in

the organizationbull Training and commitment from the organization in

employee development

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

39

Lesson Quiz Lesson 31 What is empowerment

A Empowerment means letting your employees do whatever they wantB Giving employees sole responsibility C Sharing information and knowledge so employees can make decisionsD Decrease in managementrsquos responsibility

2 What is a factor that influences employeesrsquo perceptions of empowerment

A Self-efficacyB Personal controlC OptimismD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

40

Lesson Quiz Lesson 3 Continued3 Why is employee empowerment important

A Empowerment can diminish resistance to the FMP because it creates bottom-up involvement

B Empowerment decreases managementrsquos responsibility in the FMPC Empowerment tricks employees in believing they are in controlD Empowerment increases managementrsquos control in the development of the

FMP

4 Why is it important to delegate responsibility for fatigue managementA It reduces responsibility of managementB It increases managementrsquos controlC Decreases employeesrsquo sense of self-efficacyD Accountability increases

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

41

Lesson Quiz Lesson 3 Continued

5 What is a strategy to increase organizational commitmentA Encourage participation in FMP development

and decision-makingB Reduce empowermentC Develop and assign goals to employeesD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

42

Lesson 4 Step-by-Step Guide to Corporate Culture Change

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

43

Corporate Culture Changebull Culture change can be accomplished through the

following steps or techniques1 Top management ldquobuy inrdquo2 Building trust3 Conducting bench marking4 Management training5 Creating a steering committee6 Development of a safety vision7 Defining roles

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

44

Corporate Culture Change8 Developing accountability9 Developing measures10 Developing policies for

recognition11 Awareness education and

kick-off12 Implementing the FMP13 Measuring performance14 Supporting the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

45

Top Management ldquoBuy Inrdquobull Employees often follow authority or top management and

look to them for guidance in times of changebull Champion the FMP through face-to-face interactionsbull Avoid lip service bull Attend and participate in all meetings

concerning the FMPbull Emphasize the benefits of the FMP and

beliefs in its successbull Provide positive feedback praise and recognition for all

employees involved in the FMPbull Be actively involved in the development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

46

Build Trust

bull Involve employees from all levels of the organization in the development of the FMP

bull Seek specific feedback about the FMPbull Actively listen to all concernsbull Provide opportunities for choice in the FMP

development process among employeesbull Consider CMV driver fatigue

management a value and not a prioritybull You should be expected to follow the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

47

Conduct Bench Marking

bull Observation of current fatigue management and fatigue-related characteristics will determine areas in need of improvement

bull Evaluate current best practices to identify proven fatigue management techniques

bull Identify best practices related to your organizationrsquos need for improvement

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

48

Management Training and Education

bull Critical for you to fully understand the concept behind the FMP before developing the FMP

bull Organizational culture change requires all employees to understand the basic principles behind change

bull Management needs training in the best practices related to the FMP in order to champion the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

49

Training Managers

bull Train managers tondash Provide supportive and corrective feedbackndash Become leaders in the FMP developmentndash Provide rewards praise andor recognition for

goal accomplishmentndash Effectively communicate about FMP-related topics

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

50

Steering Committee

bull Steering committee needs to be assembled to provide oversight and support

bull All levels of the organization included on the steering committee including a driver advisory council

bull The steering committee will serve two functionsndash Develop FMP contentndash Develop the process for implementing the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

51

Assembling the Steering Committee

bull What mission will the steering committee servebull What ground rules dictate how the steering committee

will operatebull What will be the suggested authority of the steering

committeebull What limitations are placed on the steering committeebull What are the priorities of the steering committeebull Which people are best suited to be on the steering

committee

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

52

Develop a Safety Vision

bull What is the purpose of the FMPbull How should the FMP affect the future of the

organizationbull What is the ideal outcome of the FMPbull What the current state of fatigue is

within the organizationbull What steps are needed for the organization

to reach the ideal fatigue-related outcome(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

53

Define Roles

bull When defining roles consider each committee memberrsquos strengths and why they have been selected to be on the steering committeendash Who has the most knowledge of current FMP best

practicesndash Who can elicit the most

comprehensive feedback from driversndash Who has knowledge of training and education

principles and proceduresndash Who has knowledge of program administration

and finances

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

54

Develop Accountabilitybull Strive towards self-directed responsibility and

accountability bull Recognize and acknowledge involvement in the FMPbull Hold employees accountable for things in their controlbull Develop SMART (Specific Motivational Achievable

Relevant Trackable) goalsbull Feedback on progression toward goal accomplishmentbull ldquoFact-findrdquo not ldquofault-findrdquobull Focus on process measures instead of

outcome measures (described in Lesson 5)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

55

Develop Measures

bull Develop measures that allow employees to be held accountable

bull Process measures and not outcome measuresbull Focus on specific behaviors that can be easily defined

tracked and are related to individual and group goalsndash For group goals group performance

measures should be developedndash For individual goals personal

performance measures should be developed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

56

Develop Policies for Recognition

bull Specific behaviorsbull Participation in FMP development implementation and

evaluationbull Policies for recognition and rewards should be well

defined and easily understoodbull Achievable but motivatingbull Develop policies for both group and individual

recognitionbull Group recognition should not be contingent on an

individualrsquos failure(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

57

Awareness Education and Kick-Off

bull All employees must be aware of and educated on the purpose policies and procedures involved in the FMP

bull Awareness and education help to reduce resistance to the FMP

bull Holding a kick-off meeting(s) helps show your support and ldquobuy-inrdquo for the FMP

bull Ensure all employees fully understand the reason behind the FMP and how it works

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

58

Implement the FMP

bull After the all previous steps have been completed the FMP should be implemented

bull Keep all lines of communication open to answer any questions related to the FMP

bull Show continued support by maintaining a high profile in all meetings relating to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

59

Measure Performance

bull Continued measurement is criticalbull Measurement helps gauge the impact of

the FMP and employee acceptancebull Use predefined measures developed by the

steering committeebull Use both quantitative and qualitative

measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

60

Support the FMPbull Need to show continued support for

the FMPbull Formal and informal communication

to gather feedback regarding the FMPbull Follow through with pre-defined rules

for reward and recognitionbull Visibility and participation in all meetings related to the FMPbull Actively listen to all feedback and address issues with the

steering committee bull Post weeklymonthly charts tracking

progress of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

61

Lesson Quiz Lesson 41 How can management show FMP ldquobuy-inrdquo

A Actively participate in all meetings concerning the FMPB Avoid lip serviceC Provide positive feedback praise and recognition for all employees

involved in the FMPD All the above

2 Why is it important to conduct fatigue management bench marking

A To identify drivers that practice bad fatigue managementB To evaluate the current overall state of driver fatigueC To punish those employees that do not support fatigue managementD Build trust

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

62

Lesson Quiz Lesson 4 Continued3 Who should make up the FMP steering committee

A Only managementB Only driversC Representatives from all levels of the organization affected by the

FMPD Both management and drivers

4 What is a strategy to develop accountabilityA Develop SMART goalsB Provide feedback on progression toward goals accomplishmentC ldquoFact-findrdquo not ldquofault-findrdquoD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

63

Lesson Quiz Lesson 4 Continued

5 What kind of measures should be developedA Only individual performance measuresB Only group performance measuresC Both individual and group performance

measuresD Only outcome measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

64

Lesson 5 Performance Measures to Gauge the Efficacy of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

65

You Canrsquot Manage What You Canrsquot Measure

bull What is the current level of performancebull To know if interventions are changing behavior you have

to measure and track what it is you want to changebull Measuring behaviors allows them

to be monitored and reviewedbull Operationally define behaviors so

they can be trackedbull Measurement can be focused on the specific behavior

(process measures) or the result of the behavior (outcome measures)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

66

Process Measures

bull Measures that focus on the occurrence of specific behaviors

bull Process measures have been found to increase the occurrence of safe behaviors in transportation

bull Process measures specific to the FMPndash Follow policies and proceduresndash Policies and procedures implemented correctlyndash Information on the FMP has been conveyed ndash Subjective perceptions and opinions of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

67

Following FMP Policies and Procedures

bull FMP policies and procedures have to be followed for the program to be successful

bull Amount of time exercising per week vs medical opinion of amount of exercise needed

bull Percentage of safety meetings attendedbull The amount of fatigue feedback givenreceived in

a given time bull Percentage of time a continuous positive

airway pressure machine (CPAP) is used (if necessary)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

68

FMP Policies and Procedures Implemented Correctly

bull There are a number of specific behaviors that influence if policies and procedures are implemented correctly

bull The number of concerns addressed in the development of FMP policies and procedures

bull The number of feedback provided by employees that indicated a resistance to FMP implementation

bull The number of employees who earn FMP recognition

bull GPS tracking of trucks for miles traveled idle time engine off time on-duty hours and driving hours

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 27: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

27

Lesson Quiz Lesson 2 Continued3 When should individual corrective fatigue management feedback be

givenA In a groupB In driver terminalsC PrivatelyD All the above

4 What statement below is accurate A Fatigue management leaders are not confident that drivers can follow fatigue

management proceduresB Fatigue management leaders train not educate drivers on fatigue

management behaviorsC All employees should be fatigue management leadersD Only management is responsible for fatigue management leadership

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

28

Lesson Quiz Lesson 2 Continued

5 Why is it important to have open and ongoing communication involvement fatigue managementA It ensures management is in control of the fatigue

management processB Communication will help to remind everyone of the

importance of fatigue managementC It provides an opportunity for management to criticize

driversD Reinforce the belief that fatigue management is the

responsibility of drivers

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

29

Lesson 3 Strategies for Engaging and Empowering Staff and Generating Commitment in the FMP

>

10501249

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

30

Empowerment

bull Sharing of authority and responsibility bull Increased perception of controlbull Sharing organizational information and

knowledge that gives employees power to make decisions that directly influence organizational performance and direction

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

31

Importance of Empowerment

bull Cost control organizational flexibility and product quality improvements

bull Increased job satisfaction motivation and organizational citizenship behavior

bull Decreased turnover and absenteeismbull Increased individual recognition

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

32

Increasing Perceptions of Empowerment

bull Three factors impact sense of empowerment

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

33

Increasing Empowerment

bull Strategies for increasing employee empowermentndash Provide a sense of trust that employees will do a good jobndash Provide supportive feedback concerning safe behaviorsndash Actively listen to employees before offering advice or

feedbackndash Allow employees to develop personal goalsndash Allow employees to develop their own strategies for

increasing safe behavior while reducing risky behavior

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

34

Empowerment and Resistance to Change

bull Empowerment diminishes resistance to changendash Allows employees to contribute to the process of

changendash Builds a sense of trustndash Increases a personal sense

of controlndash Provides bottom-up initiativendash Motivates others to accept changendash Provides more responsibility

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

35

Delegation of Responsibility for Fatigue

bull Each employee feels responsible for fatigue and safety in a positive safety culture

bull Delegating responsibility holds all employees accountable

bull Employees will feel responsible and accountable for their fatigue and help co-workers

bull Well-defined responsibilities increases performance

bull A sense of ownership over safety initiatives

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

36

Encouraging Commitment to the Organization

bull Dedication to the organization and willing to work on its behalf

bull 3 factors that contribute to organizational commitmentndash Identity and loyalty to the organizationndash Amount of personal investment made to the organizationndash Personal feelings of obligation to the organization

bull Commitment can be at different levels in the organization

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

37

Benefits of Organizational Commitment

bull Increased job satisfactionbull Increased performancebull Increased involvementbull Decreased job stressbull Decreased resistance to changebull Decreased turnover and absenteeism

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

38

Increasing Organizational Commitment

bull Support from you and supervisorsndash ldquoMy organization and supervisor are on my siderdquo

bull Rewards for goal achievement and other accomplishments

bull Participation in organizational decision makingbull Perceptions of belonging in

the organizationbull Training and commitment from the organization in

employee development

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

39

Lesson Quiz Lesson 31 What is empowerment

A Empowerment means letting your employees do whatever they wantB Giving employees sole responsibility C Sharing information and knowledge so employees can make decisionsD Decrease in managementrsquos responsibility

2 What is a factor that influences employeesrsquo perceptions of empowerment

A Self-efficacyB Personal controlC OptimismD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

40

Lesson Quiz Lesson 3 Continued3 Why is employee empowerment important

A Empowerment can diminish resistance to the FMP because it creates bottom-up involvement

B Empowerment decreases managementrsquos responsibility in the FMPC Empowerment tricks employees in believing they are in controlD Empowerment increases managementrsquos control in the development of the

FMP

4 Why is it important to delegate responsibility for fatigue managementA It reduces responsibility of managementB It increases managementrsquos controlC Decreases employeesrsquo sense of self-efficacyD Accountability increases

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

41

Lesson Quiz Lesson 3 Continued

5 What is a strategy to increase organizational commitmentA Encourage participation in FMP development

and decision-makingB Reduce empowermentC Develop and assign goals to employeesD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

42

Lesson 4 Step-by-Step Guide to Corporate Culture Change

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

43

Corporate Culture Changebull Culture change can be accomplished through the

following steps or techniques1 Top management ldquobuy inrdquo2 Building trust3 Conducting bench marking4 Management training5 Creating a steering committee6 Development of a safety vision7 Defining roles

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

44

Corporate Culture Change8 Developing accountability9 Developing measures10 Developing policies for

recognition11 Awareness education and

kick-off12 Implementing the FMP13 Measuring performance14 Supporting the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

45

Top Management ldquoBuy Inrdquobull Employees often follow authority or top management and

look to them for guidance in times of changebull Champion the FMP through face-to-face interactionsbull Avoid lip service bull Attend and participate in all meetings

concerning the FMPbull Emphasize the benefits of the FMP and

beliefs in its successbull Provide positive feedback praise and recognition for all

employees involved in the FMPbull Be actively involved in the development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

46

Build Trust

bull Involve employees from all levels of the organization in the development of the FMP

bull Seek specific feedback about the FMPbull Actively listen to all concernsbull Provide opportunities for choice in the FMP

development process among employeesbull Consider CMV driver fatigue

management a value and not a prioritybull You should be expected to follow the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

47

Conduct Bench Marking

bull Observation of current fatigue management and fatigue-related characteristics will determine areas in need of improvement

bull Evaluate current best practices to identify proven fatigue management techniques

bull Identify best practices related to your organizationrsquos need for improvement

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

48

Management Training and Education

bull Critical for you to fully understand the concept behind the FMP before developing the FMP

bull Organizational culture change requires all employees to understand the basic principles behind change

bull Management needs training in the best practices related to the FMP in order to champion the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

49

Training Managers

bull Train managers tondash Provide supportive and corrective feedbackndash Become leaders in the FMP developmentndash Provide rewards praise andor recognition for

goal accomplishmentndash Effectively communicate about FMP-related topics

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

50

Steering Committee

bull Steering committee needs to be assembled to provide oversight and support

bull All levels of the organization included on the steering committee including a driver advisory council

bull The steering committee will serve two functionsndash Develop FMP contentndash Develop the process for implementing the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

51

Assembling the Steering Committee

bull What mission will the steering committee servebull What ground rules dictate how the steering committee

will operatebull What will be the suggested authority of the steering

committeebull What limitations are placed on the steering committeebull What are the priorities of the steering committeebull Which people are best suited to be on the steering

committee

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

52

Develop a Safety Vision

bull What is the purpose of the FMPbull How should the FMP affect the future of the

organizationbull What is the ideal outcome of the FMPbull What the current state of fatigue is

within the organizationbull What steps are needed for the organization

to reach the ideal fatigue-related outcome(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

53

Define Roles

bull When defining roles consider each committee memberrsquos strengths and why they have been selected to be on the steering committeendash Who has the most knowledge of current FMP best

practicesndash Who can elicit the most

comprehensive feedback from driversndash Who has knowledge of training and education

principles and proceduresndash Who has knowledge of program administration

and finances

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

54

Develop Accountabilitybull Strive towards self-directed responsibility and

accountability bull Recognize and acknowledge involvement in the FMPbull Hold employees accountable for things in their controlbull Develop SMART (Specific Motivational Achievable

Relevant Trackable) goalsbull Feedback on progression toward goal accomplishmentbull ldquoFact-findrdquo not ldquofault-findrdquobull Focus on process measures instead of

outcome measures (described in Lesson 5)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

55

Develop Measures

bull Develop measures that allow employees to be held accountable

bull Process measures and not outcome measuresbull Focus on specific behaviors that can be easily defined

tracked and are related to individual and group goalsndash For group goals group performance

measures should be developedndash For individual goals personal

performance measures should be developed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

56

Develop Policies for Recognition

bull Specific behaviorsbull Participation in FMP development implementation and

evaluationbull Policies for recognition and rewards should be well

defined and easily understoodbull Achievable but motivatingbull Develop policies for both group and individual

recognitionbull Group recognition should not be contingent on an

individualrsquos failure(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

57

Awareness Education and Kick-Off

bull All employees must be aware of and educated on the purpose policies and procedures involved in the FMP

bull Awareness and education help to reduce resistance to the FMP

bull Holding a kick-off meeting(s) helps show your support and ldquobuy-inrdquo for the FMP

bull Ensure all employees fully understand the reason behind the FMP and how it works

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

58

Implement the FMP

bull After the all previous steps have been completed the FMP should be implemented

bull Keep all lines of communication open to answer any questions related to the FMP

bull Show continued support by maintaining a high profile in all meetings relating to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

59

Measure Performance

bull Continued measurement is criticalbull Measurement helps gauge the impact of

the FMP and employee acceptancebull Use predefined measures developed by the

steering committeebull Use both quantitative and qualitative

measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

60

Support the FMPbull Need to show continued support for

the FMPbull Formal and informal communication

to gather feedback regarding the FMPbull Follow through with pre-defined rules

for reward and recognitionbull Visibility and participation in all meetings related to the FMPbull Actively listen to all feedback and address issues with the

steering committee bull Post weeklymonthly charts tracking

progress of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

61

Lesson Quiz Lesson 41 How can management show FMP ldquobuy-inrdquo

A Actively participate in all meetings concerning the FMPB Avoid lip serviceC Provide positive feedback praise and recognition for all employees

involved in the FMPD All the above

2 Why is it important to conduct fatigue management bench marking

A To identify drivers that practice bad fatigue managementB To evaluate the current overall state of driver fatigueC To punish those employees that do not support fatigue managementD Build trust

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

62

Lesson Quiz Lesson 4 Continued3 Who should make up the FMP steering committee

A Only managementB Only driversC Representatives from all levels of the organization affected by the

FMPD Both management and drivers

4 What is a strategy to develop accountabilityA Develop SMART goalsB Provide feedback on progression toward goals accomplishmentC ldquoFact-findrdquo not ldquofault-findrdquoD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

63

Lesson Quiz Lesson 4 Continued

5 What kind of measures should be developedA Only individual performance measuresB Only group performance measuresC Both individual and group performance

measuresD Only outcome measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

64

Lesson 5 Performance Measures to Gauge the Efficacy of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

65

You Canrsquot Manage What You Canrsquot Measure

bull What is the current level of performancebull To know if interventions are changing behavior you have

to measure and track what it is you want to changebull Measuring behaviors allows them

to be monitored and reviewedbull Operationally define behaviors so

they can be trackedbull Measurement can be focused on the specific behavior

(process measures) or the result of the behavior (outcome measures)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

66

Process Measures

bull Measures that focus on the occurrence of specific behaviors

bull Process measures have been found to increase the occurrence of safe behaviors in transportation

bull Process measures specific to the FMPndash Follow policies and proceduresndash Policies and procedures implemented correctlyndash Information on the FMP has been conveyed ndash Subjective perceptions and opinions of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

67

Following FMP Policies and Procedures

bull FMP policies and procedures have to be followed for the program to be successful

bull Amount of time exercising per week vs medical opinion of amount of exercise needed

bull Percentage of safety meetings attendedbull The amount of fatigue feedback givenreceived in

a given time bull Percentage of time a continuous positive

airway pressure machine (CPAP) is used (if necessary)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

68

FMP Policies and Procedures Implemented Correctly

bull There are a number of specific behaviors that influence if policies and procedures are implemented correctly

bull The number of concerns addressed in the development of FMP policies and procedures

bull The number of feedback provided by employees that indicated a resistance to FMP implementation

bull The number of employees who earn FMP recognition

bull GPS tracking of trucks for miles traveled idle time engine off time on-duty hours and driving hours

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 28: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

28

Lesson Quiz Lesson 2 Continued

5 Why is it important to have open and ongoing communication involvement fatigue managementA It ensures management is in control of the fatigue

management processB Communication will help to remind everyone of the

importance of fatigue managementC It provides an opportunity for management to criticize

driversD Reinforce the belief that fatigue management is the

responsibility of drivers

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

29

Lesson 3 Strategies for Engaging and Empowering Staff and Generating Commitment in the FMP

>

10501249

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

30

Empowerment

bull Sharing of authority and responsibility bull Increased perception of controlbull Sharing organizational information and

knowledge that gives employees power to make decisions that directly influence organizational performance and direction

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

31

Importance of Empowerment

bull Cost control organizational flexibility and product quality improvements

bull Increased job satisfaction motivation and organizational citizenship behavior

bull Decreased turnover and absenteeismbull Increased individual recognition

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

32

Increasing Perceptions of Empowerment

bull Three factors impact sense of empowerment

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

33

Increasing Empowerment

bull Strategies for increasing employee empowermentndash Provide a sense of trust that employees will do a good jobndash Provide supportive feedback concerning safe behaviorsndash Actively listen to employees before offering advice or

feedbackndash Allow employees to develop personal goalsndash Allow employees to develop their own strategies for

increasing safe behavior while reducing risky behavior

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

34

Empowerment and Resistance to Change

bull Empowerment diminishes resistance to changendash Allows employees to contribute to the process of

changendash Builds a sense of trustndash Increases a personal sense

of controlndash Provides bottom-up initiativendash Motivates others to accept changendash Provides more responsibility

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

35

Delegation of Responsibility for Fatigue

bull Each employee feels responsible for fatigue and safety in a positive safety culture

bull Delegating responsibility holds all employees accountable

bull Employees will feel responsible and accountable for their fatigue and help co-workers

bull Well-defined responsibilities increases performance

bull A sense of ownership over safety initiatives

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

36

Encouraging Commitment to the Organization

bull Dedication to the organization and willing to work on its behalf

bull 3 factors that contribute to organizational commitmentndash Identity and loyalty to the organizationndash Amount of personal investment made to the organizationndash Personal feelings of obligation to the organization

bull Commitment can be at different levels in the organization

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

37

Benefits of Organizational Commitment

bull Increased job satisfactionbull Increased performancebull Increased involvementbull Decreased job stressbull Decreased resistance to changebull Decreased turnover and absenteeism

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

38

Increasing Organizational Commitment

bull Support from you and supervisorsndash ldquoMy organization and supervisor are on my siderdquo

bull Rewards for goal achievement and other accomplishments

bull Participation in organizational decision makingbull Perceptions of belonging in

the organizationbull Training and commitment from the organization in

employee development

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

39

Lesson Quiz Lesson 31 What is empowerment

A Empowerment means letting your employees do whatever they wantB Giving employees sole responsibility C Sharing information and knowledge so employees can make decisionsD Decrease in managementrsquos responsibility

2 What is a factor that influences employeesrsquo perceptions of empowerment

A Self-efficacyB Personal controlC OptimismD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

40

Lesson Quiz Lesson 3 Continued3 Why is employee empowerment important

A Empowerment can diminish resistance to the FMP because it creates bottom-up involvement

B Empowerment decreases managementrsquos responsibility in the FMPC Empowerment tricks employees in believing they are in controlD Empowerment increases managementrsquos control in the development of the

FMP

4 Why is it important to delegate responsibility for fatigue managementA It reduces responsibility of managementB It increases managementrsquos controlC Decreases employeesrsquo sense of self-efficacyD Accountability increases

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

41

Lesson Quiz Lesson 3 Continued

5 What is a strategy to increase organizational commitmentA Encourage participation in FMP development

and decision-makingB Reduce empowermentC Develop and assign goals to employeesD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

42

Lesson 4 Step-by-Step Guide to Corporate Culture Change

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

43

Corporate Culture Changebull Culture change can be accomplished through the

following steps or techniques1 Top management ldquobuy inrdquo2 Building trust3 Conducting bench marking4 Management training5 Creating a steering committee6 Development of a safety vision7 Defining roles

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

44

Corporate Culture Change8 Developing accountability9 Developing measures10 Developing policies for

recognition11 Awareness education and

kick-off12 Implementing the FMP13 Measuring performance14 Supporting the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

45

Top Management ldquoBuy Inrdquobull Employees often follow authority or top management and

look to them for guidance in times of changebull Champion the FMP through face-to-face interactionsbull Avoid lip service bull Attend and participate in all meetings

concerning the FMPbull Emphasize the benefits of the FMP and

beliefs in its successbull Provide positive feedback praise and recognition for all

employees involved in the FMPbull Be actively involved in the development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

46

Build Trust

bull Involve employees from all levels of the organization in the development of the FMP

bull Seek specific feedback about the FMPbull Actively listen to all concernsbull Provide opportunities for choice in the FMP

development process among employeesbull Consider CMV driver fatigue

management a value and not a prioritybull You should be expected to follow the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

47

Conduct Bench Marking

bull Observation of current fatigue management and fatigue-related characteristics will determine areas in need of improvement

bull Evaluate current best practices to identify proven fatigue management techniques

bull Identify best practices related to your organizationrsquos need for improvement

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

48

Management Training and Education

bull Critical for you to fully understand the concept behind the FMP before developing the FMP

bull Organizational culture change requires all employees to understand the basic principles behind change

bull Management needs training in the best practices related to the FMP in order to champion the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

49

Training Managers

bull Train managers tondash Provide supportive and corrective feedbackndash Become leaders in the FMP developmentndash Provide rewards praise andor recognition for

goal accomplishmentndash Effectively communicate about FMP-related topics

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

50

Steering Committee

bull Steering committee needs to be assembled to provide oversight and support

bull All levels of the organization included on the steering committee including a driver advisory council

bull The steering committee will serve two functionsndash Develop FMP contentndash Develop the process for implementing the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

51

Assembling the Steering Committee

bull What mission will the steering committee servebull What ground rules dictate how the steering committee

will operatebull What will be the suggested authority of the steering

committeebull What limitations are placed on the steering committeebull What are the priorities of the steering committeebull Which people are best suited to be on the steering

committee

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

52

Develop a Safety Vision

bull What is the purpose of the FMPbull How should the FMP affect the future of the

organizationbull What is the ideal outcome of the FMPbull What the current state of fatigue is

within the organizationbull What steps are needed for the organization

to reach the ideal fatigue-related outcome(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

53

Define Roles

bull When defining roles consider each committee memberrsquos strengths and why they have been selected to be on the steering committeendash Who has the most knowledge of current FMP best

practicesndash Who can elicit the most

comprehensive feedback from driversndash Who has knowledge of training and education

principles and proceduresndash Who has knowledge of program administration

and finances

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

54

Develop Accountabilitybull Strive towards self-directed responsibility and

accountability bull Recognize and acknowledge involvement in the FMPbull Hold employees accountable for things in their controlbull Develop SMART (Specific Motivational Achievable

Relevant Trackable) goalsbull Feedback on progression toward goal accomplishmentbull ldquoFact-findrdquo not ldquofault-findrdquobull Focus on process measures instead of

outcome measures (described in Lesson 5)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

55

Develop Measures

bull Develop measures that allow employees to be held accountable

bull Process measures and not outcome measuresbull Focus on specific behaviors that can be easily defined

tracked and are related to individual and group goalsndash For group goals group performance

measures should be developedndash For individual goals personal

performance measures should be developed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

56

Develop Policies for Recognition

bull Specific behaviorsbull Participation in FMP development implementation and

evaluationbull Policies for recognition and rewards should be well

defined and easily understoodbull Achievable but motivatingbull Develop policies for both group and individual

recognitionbull Group recognition should not be contingent on an

individualrsquos failure(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

57

Awareness Education and Kick-Off

bull All employees must be aware of and educated on the purpose policies and procedures involved in the FMP

bull Awareness and education help to reduce resistance to the FMP

bull Holding a kick-off meeting(s) helps show your support and ldquobuy-inrdquo for the FMP

bull Ensure all employees fully understand the reason behind the FMP and how it works

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

58

Implement the FMP

bull After the all previous steps have been completed the FMP should be implemented

bull Keep all lines of communication open to answer any questions related to the FMP

bull Show continued support by maintaining a high profile in all meetings relating to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

59

Measure Performance

bull Continued measurement is criticalbull Measurement helps gauge the impact of

the FMP and employee acceptancebull Use predefined measures developed by the

steering committeebull Use both quantitative and qualitative

measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

60

Support the FMPbull Need to show continued support for

the FMPbull Formal and informal communication

to gather feedback regarding the FMPbull Follow through with pre-defined rules

for reward and recognitionbull Visibility and participation in all meetings related to the FMPbull Actively listen to all feedback and address issues with the

steering committee bull Post weeklymonthly charts tracking

progress of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

61

Lesson Quiz Lesson 41 How can management show FMP ldquobuy-inrdquo

A Actively participate in all meetings concerning the FMPB Avoid lip serviceC Provide positive feedback praise and recognition for all employees

involved in the FMPD All the above

2 Why is it important to conduct fatigue management bench marking

A To identify drivers that practice bad fatigue managementB To evaluate the current overall state of driver fatigueC To punish those employees that do not support fatigue managementD Build trust

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

62

Lesson Quiz Lesson 4 Continued3 Who should make up the FMP steering committee

A Only managementB Only driversC Representatives from all levels of the organization affected by the

FMPD Both management and drivers

4 What is a strategy to develop accountabilityA Develop SMART goalsB Provide feedback on progression toward goals accomplishmentC ldquoFact-findrdquo not ldquofault-findrdquoD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

63

Lesson Quiz Lesson 4 Continued

5 What kind of measures should be developedA Only individual performance measuresB Only group performance measuresC Both individual and group performance

measuresD Only outcome measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

64

Lesson 5 Performance Measures to Gauge the Efficacy of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

65

You Canrsquot Manage What You Canrsquot Measure

bull What is the current level of performancebull To know if interventions are changing behavior you have

to measure and track what it is you want to changebull Measuring behaviors allows them

to be monitored and reviewedbull Operationally define behaviors so

they can be trackedbull Measurement can be focused on the specific behavior

(process measures) or the result of the behavior (outcome measures)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

66

Process Measures

bull Measures that focus on the occurrence of specific behaviors

bull Process measures have been found to increase the occurrence of safe behaviors in transportation

bull Process measures specific to the FMPndash Follow policies and proceduresndash Policies and procedures implemented correctlyndash Information on the FMP has been conveyed ndash Subjective perceptions and opinions of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

67

Following FMP Policies and Procedures

bull FMP policies and procedures have to be followed for the program to be successful

bull Amount of time exercising per week vs medical opinion of amount of exercise needed

bull Percentage of safety meetings attendedbull The amount of fatigue feedback givenreceived in

a given time bull Percentage of time a continuous positive

airway pressure machine (CPAP) is used (if necessary)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

68

FMP Policies and Procedures Implemented Correctly

bull There are a number of specific behaviors that influence if policies and procedures are implemented correctly

bull The number of concerns addressed in the development of FMP policies and procedures

bull The number of feedback provided by employees that indicated a resistance to FMP implementation

bull The number of employees who earn FMP recognition

bull GPS tracking of trucks for miles traveled idle time engine off time on-duty hours and driving hours

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 29: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

29

Lesson 3 Strategies for Engaging and Empowering Staff and Generating Commitment in the FMP

>

10501249

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

30

Empowerment

bull Sharing of authority and responsibility bull Increased perception of controlbull Sharing organizational information and

knowledge that gives employees power to make decisions that directly influence organizational performance and direction

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

31

Importance of Empowerment

bull Cost control organizational flexibility and product quality improvements

bull Increased job satisfaction motivation and organizational citizenship behavior

bull Decreased turnover and absenteeismbull Increased individual recognition

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

32

Increasing Perceptions of Empowerment

bull Three factors impact sense of empowerment

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

33

Increasing Empowerment

bull Strategies for increasing employee empowermentndash Provide a sense of trust that employees will do a good jobndash Provide supportive feedback concerning safe behaviorsndash Actively listen to employees before offering advice or

feedbackndash Allow employees to develop personal goalsndash Allow employees to develop their own strategies for

increasing safe behavior while reducing risky behavior

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

34

Empowerment and Resistance to Change

bull Empowerment diminishes resistance to changendash Allows employees to contribute to the process of

changendash Builds a sense of trustndash Increases a personal sense

of controlndash Provides bottom-up initiativendash Motivates others to accept changendash Provides more responsibility

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

35

Delegation of Responsibility for Fatigue

bull Each employee feels responsible for fatigue and safety in a positive safety culture

bull Delegating responsibility holds all employees accountable

bull Employees will feel responsible and accountable for their fatigue and help co-workers

bull Well-defined responsibilities increases performance

bull A sense of ownership over safety initiatives

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

36

Encouraging Commitment to the Organization

bull Dedication to the organization and willing to work on its behalf

bull 3 factors that contribute to organizational commitmentndash Identity and loyalty to the organizationndash Amount of personal investment made to the organizationndash Personal feelings of obligation to the organization

bull Commitment can be at different levels in the organization

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

37

Benefits of Organizational Commitment

bull Increased job satisfactionbull Increased performancebull Increased involvementbull Decreased job stressbull Decreased resistance to changebull Decreased turnover and absenteeism

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

38

Increasing Organizational Commitment

bull Support from you and supervisorsndash ldquoMy organization and supervisor are on my siderdquo

bull Rewards for goal achievement and other accomplishments

bull Participation in organizational decision makingbull Perceptions of belonging in

the organizationbull Training and commitment from the organization in

employee development

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

39

Lesson Quiz Lesson 31 What is empowerment

A Empowerment means letting your employees do whatever they wantB Giving employees sole responsibility C Sharing information and knowledge so employees can make decisionsD Decrease in managementrsquos responsibility

2 What is a factor that influences employeesrsquo perceptions of empowerment

A Self-efficacyB Personal controlC OptimismD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

40

Lesson Quiz Lesson 3 Continued3 Why is employee empowerment important

A Empowerment can diminish resistance to the FMP because it creates bottom-up involvement

B Empowerment decreases managementrsquos responsibility in the FMPC Empowerment tricks employees in believing they are in controlD Empowerment increases managementrsquos control in the development of the

FMP

4 Why is it important to delegate responsibility for fatigue managementA It reduces responsibility of managementB It increases managementrsquos controlC Decreases employeesrsquo sense of self-efficacyD Accountability increases

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

41

Lesson Quiz Lesson 3 Continued

5 What is a strategy to increase organizational commitmentA Encourage participation in FMP development

and decision-makingB Reduce empowermentC Develop and assign goals to employeesD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

42

Lesson 4 Step-by-Step Guide to Corporate Culture Change

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

43

Corporate Culture Changebull Culture change can be accomplished through the

following steps or techniques1 Top management ldquobuy inrdquo2 Building trust3 Conducting bench marking4 Management training5 Creating a steering committee6 Development of a safety vision7 Defining roles

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

44

Corporate Culture Change8 Developing accountability9 Developing measures10 Developing policies for

recognition11 Awareness education and

kick-off12 Implementing the FMP13 Measuring performance14 Supporting the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

45

Top Management ldquoBuy Inrdquobull Employees often follow authority or top management and

look to them for guidance in times of changebull Champion the FMP through face-to-face interactionsbull Avoid lip service bull Attend and participate in all meetings

concerning the FMPbull Emphasize the benefits of the FMP and

beliefs in its successbull Provide positive feedback praise and recognition for all

employees involved in the FMPbull Be actively involved in the development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

46

Build Trust

bull Involve employees from all levels of the organization in the development of the FMP

bull Seek specific feedback about the FMPbull Actively listen to all concernsbull Provide opportunities for choice in the FMP

development process among employeesbull Consider CMV driver fatigue

management a value and not a prioritybull You should be expected to follow the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

47

Conduct Bench Marking

bull Observation of current fatigue management and fatigue-related characteristics will determine areas in need of improvement

bull Evaluate current best practices to identify proven fatigue management techniques

bull Identify best practices related to your organizationrsquos need for improvement

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

48

Management Training and Education

bull Critical for you to fully understand the concept behind the FMP before developing the FMP

bull Organizational culture change requires all employees to understand the basic principles behind change

bull Management needs training in the best practices related to the FMP in order to champion the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

49

Training Managers

bull Train managers tondash Provide supportive and corrective feedbackndash Become leaders in the FMP developmentndash Provide rewards praise andor recognition for

goal accomplishmentndash Effectively communicate about FMP-related topics

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

50

Steering Committee

bull Steering committee needs to be assembled to provide oversight and support

bull All levels of the organization included on the steering committee including a driver advisory council

bull The steering committee will serve two functionsndash Develop FMP contentndash Develop the process for implementing the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

51

Assembling the Steering Committee

bull What mission will the steering committee servebull What ground rules dictate how the steering committee

will operatebull What will be the suggested authority of the steering

committeebull What limitations are placed on the steering committeebull What are the priorities of the steering committeebull Which people are best suited to be on the steering

committee

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

52

Develop a Safety Vision

bull What is the purpose of the FMPbull How should the FMP affect the future of the

organizationbull What is the ideal outcome of the FMPbull What the current state of fatigue is

within the organizationbull What steps are needed for the organization

to reach the ideal fatigue-related outcome(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

53

Define Roles

bull When defining roles consider each committee memberrsquos strengths and why they have been selected to be on the steering committeendash Who has the most knowledge of current FMP best

practicesndash Who can elicit the most

comprehensive feedback from driversndash Who has knowledge of training and education

principles and proceduresndash Who has knowledge of program administration

and finances

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

54

Develop Accountabilitybull Strive towards self-directed responsibility and

accountability bull Recognize and acknowledge involvement in the FMPbull Hold employees accountable for things in their controlbull Develop SMART (Specific Motivational Achievable

Relevant Trackable) goalsbull Feedback on progression toward goal accomplishmentbull ldquoFact-findrdquo not ldquofault-findrdquobull Focus on process measures instead of

outcome measures (described in Lesson 5)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

55

Develop Measures

bull Develop measures that allow employees to be held accountable

bull Process measures and not outcome measuresbull Focus on specific behaviors that can be easily defined

tracked and are related to individual and group goalsndash For group goals group performance

measures should be developedndash For individual goals personal

performance measures should be developed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

56

Develop Policies for Recognition

bull Specific behaviorsbull Participation in FMP development implementation and

evaluationbull Policies for recognition and rewards should be well

defined and easily understoodbull Achievable but motivatingbull Develop policies for both group and individual

recognitionbull Group recognition should not be contingent on an

individualrsquos failure(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

57

Awareness Education and Kick-Off

bull All employees must be aware of and educated on the purpose policies and procedures involved in the FMP

bull Awareness and education help to reduce resistance to the FMP

bull Holding a kick-off meeting(s) helps show your support and ldquobuy-inrdquo for the FMP

bull Ensure all employees fully understand the reason behind the FMP and how it works

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

58

Implement the FMP

bull After the all previous steps have been completed the FMP should be implemented

bull Keep all lines of communication open to answer any questions related to the FMP

bull Show continued support by maintaining a high profile in all meetings relating to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

59

Measure Performance

bull Continued measurement is criticalbull Measurement helps gauge the impact of

the FMP and employee acceptancebull Use predefined measures developed by the

steering committeebull Use both quantitative and qualitative

measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

60

Support the FMPbull Need to show continued support for

the FMPbull Formal and informal communication

to gather feedback regarding the FMPbull Follow through with pre-defined rules

for reward and recognitionbull Visibility and participation in all meetings related to the FMPbull Actively listen to all feedback and address issues with the

steering committee bull Post weeklymonthly charts tracking

progress of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

61

Lesson Quiz Lesson 41 How can management show FMP ldquobuy-inrdquo

A Actively participate in all meetings concerning the FMPB Avoid lip serviceC Provide positive feedback praise and recognition for all employees

involved in the FMPD All the above

2 Why is it important to conduct fatigue management bench marking

A To identify drivers that practice bad fatigue managementB To evaluate the current overall state of driver fatigueC To punish those employees that do not support fatigue managementD Build trust

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

62

Lesson Quiz Lesson 4 Continued3 Who should make up the FMP steering committee

A Only managementB Only driversC Representatives from all levels of the organization affected by the

FMPD Both management and drivers

4 What is a strategy to develop accountabilityA Develop SMART goalsB Provide feedback on progression toward goals accomplishmentC ldquoFact-findrdquo not ldquofault-findrdquoD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

63

Lesson Quiz Lesson 4 Continued

5 What kind of measures should be developedA Only individual performance measuresB Only group performance measuresC Both individual and group performance

measuresD Only outcome measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

64

Lesson 5 Performance Measures to Gauge the Efficacy of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

65

You Canrsquot Manage What You Canrsquot Measure

bull What is the current level of performancebull To know if interventions are changing behavior you have

to measure and track what it is you want to changebull Measuring behaviors allows them

to be monitored and reviewedbull Operationally define behaviors so

they can be trackedbull Measurement can be focused on the specific behavior

(process measures) or the result of the behavior (outcome measures)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

66

Process Measures

bull Measures that focus on the occurrence of specific behaviors

bull Process measures have been found to increase the occurrence of safe behaviors in transportation

bull Process measures specific to the FMPndash Follow policies and proceduresndash Policies and procedures implemented correctlyndash Information on the FMP has been conveyed ndash Subjective perceptions and opinions of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

67

Following FMP Policies and Procedures

bull FMP policies and procedures have to be followed for the program to be successful

bull Amount of time exercising per week vs medical opinion of amount of exercise needed

bull Percentage of safety meetings attendedbull The amount of fatigue feedback givenreceived in

a given time bull Percentage of time a continuous positive

airway pressure machine (CPAP) is used (if necessary)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

68

FMP Policies and Procedures Implemented Correctly

bull There are a number of specific behaviors that influence if policies and procedures are implemented correctly

bull The number of concerns addressed in the development of FMP policies and procedures

bull The number of feedback provided by employees that indicated a resistance to FMP implementation

bull The number of employees who earn FMP recognition

bull GPS tracking of trucks for miles traveled idle time engine off time on-duty hours and driving hours

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

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71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

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80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 30: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

30

Empowerment

bull Sharing of authority and responsibility bull Increased perception of controlbull Sharing organizational information and

knowledge that gives employees power to make decisions that directly influence organizational performance and direction

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

31

Importance of Empowerment

bull Cost control organizational flexibility and product quality improvements

bull Increased job satisfaction motivation and organizational citizenship behavior

bull Decreased turnover and absenteeismbull Increased individual recognition

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

32

Increasing Perceptions of Empowerment

bull Three factors impact sense of empowerment

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

33

Increasing Empowerment

bull Strategies for increasing employee empowermentndash Provide a sense of trust that employees will do a good jobndash Provide supportive feedback concerning safe behaviorsndash Actively listen to employees before offering advice or

feedbackndash Allow employees to develop personal goalsndash Allow employees to develop their own strategies for

increasing safe behavior while reducing risky behavior

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

34

Empowerment and Resistance to Change

bull Empowerment diminishes resistance to changendash Allows employees to contribute to the process of

changendash Builds a sense of trustndash Increases a personal sense

of controlndash Provides bottom-up initiativendash Motivates others to accept changendash Provides more responsibility

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

35

Delegation of Responsibility for Fatigue

bull Each employee feels responsible for fatigue and safety in a positive safety culture

bull Delegating responsibility holds all employees accountable

bull Employees will feel responsible and accountable for their fatigue and help co-workers

bull Well-defined responsibilities increases performance

bull A sense of ownership over safety initiatives

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

36

Encouraging Commitment to the Organization

bull Dedication to the organization and willing to work on its behalf

bull 3 factors that contribute to organizational commitmentndash Identity and loyalty to the organizationndash Amount of personal investment made to the organizationndash Personal feelings of obligation to the organization

bull Commitment can be at different levels in the organization

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

37

Benefits of Organizational Commitment

bull Increased job satisfactionbull Increased performancebull Increased involvementbull Decreased job stressbull Decreased resistance to changebull Decreased turnover and absenteeism

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

38

Increasing Organizational Commitment

bull Support from you and supervisorsndash ldquoMy organization and supervisor are on my siderdquo

bull Rewards for goal achievement and other accomplishments

bull Participation in organizational decision makingbull Perceptions of belonging in

the organizationbull Training and commitment from the organization in

employee development

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

39

Lesson Quiz Lesson 31 What is empowerment

A Empowerment means letting your employees do whatever they wantB Giving employees sole responsibility C Sharing information and knowledge so employees can make decisionsD Decrease in managementrsquos responsibility

2 What is a factor that influences employeesrsquo perceptions of empowerment

A Self-efficacyB Personal controlC OptimismD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

40

Lesson Quiz Lesson 3 Continued3 Why is employee empowerment important

A Empowerment can diminish resistance to the FMP because it creates bottom-up involvement

B Empowerment decreases managementrsquos responsibility in the FMPC Empowerment tricks employees in believing they are in controlD Empowerment increases managementrsquos control in the development of the

FMP

4 Why is it important to delegate responsibility for fatigue managementA It reduces responsibility of managementB It increases managementrsquos controlC Decreases employeesrsquo sense of self-efficacyD Accountability increases

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

41

Lesson Quiz Lesson 3 Continued

5 What is a strategy to increase organizational commitmentA Encourage participation in FMP development

and decision-makingB Reduce empowermentC Develop and assign goals to employeesD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

42

Lesson 4 Step-by-Step Guide to Corporate Culture Change

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

43

Corporate Culture Changebull Culture change can be accomplished through the

following steps or techniques1 Top management ldquobuy inrdquo2 Building trust3 Conducting bench marking4 Management training5 Creating a steering committee6 Development of a safety vision7 Defining roles

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

44

Corporate Culture Change8 Developing accountability9 Developing measures10 Developing policies for

recognition11 Awareness education and

kick-off12 Implementing the FMP13 Measuring performance14 Supporting the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

45

Top Management ldquoBuy Inrdquobull Employees often follow authority or top management and

look to them for guidance in times of changebull Champion the FMP through face-to-face interactionsbull Avoid lip service bull Attend and participate in all meetings

concerning the FMPbull Emphasize the benefits of the FMP and

beliefs in its successbull Provide positive feedback praise and recognition for all

employees involved in the FMPbull Be actively involved in the development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

46

Build Trust

bull Involve employees from all levels of the organization in the development of the FMP

bull Seek specific feedback about the FMPbull Actively listen to all concernsbull Provide opportunities for choice in the FMP

development process among employeesbull Consider CMV driver fatigue

management a value and not a prioritybull You should be expected to follow the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

47

Conduct Bench Marking

bull Observation of current fatigue management and fatigue-related characteristics will determine areas in need of improvement

bull Evaluate current best practices to identify proven fatigue management techniques

bull Identify best practices related to your organizationrsquos need for improvement

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

48

Management Training and Education

bull Critical for you to fully understand the concept behind the FMP before developing the FMP

bull Organizational culture change requires all employees to understand the basic principles behind change

bull Management needs training in the best practices related to the FMP in order to champion the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

49

Training Managers

bull Train managers tondash Provide supportive and corrective feedbackndash Become leaders in the FMP developmentndash Provide rewards praise andor recognition for

goal accomplishmentndash Effectively communicate about FMP-related topics

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

50

Steering Committee

bull Steering committee needs to be assembled to provide oversight and support

bull All levels of the organization included on the steering committee including a driver advisory council

bull The steering committee will serve two functionsndash Develop FMP contentndash Develop the process for implementing the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

51

Assembling the Steering Committee

bull What mission will the steering committee servebull What ground rules dictate how the steering committee

will operatebull What will be the suggested authority of the steering

committeebull What limitations are placed on the steering committeebull What are the priorities of the steering committeebull Which people are best suited to be on the steering

committee

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

52

Develop a Safety Vision

bull What is the purpose of the FMPbull How should the FMP affect the future of the

organizationbull What is the ideal outcome of the FMPbull What the current state of fatigue is

within the organizationbull What steps are needed for the organization

to reach the ideal fatigue-related outcome(s)

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53

Define Roles

bull When defining roles consider each committee memberrsquos strengths and why they have been selected to be on the steering committeendash Who has the most knowledge of current FMP best

practicesndash Who can elicit the most

comprehensive feedback from driversndash Who has knowledge of training and education

principles and proceduresndash Who has knowledge of program administration

and finances

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

54

Develop Accountabilitybull Strive towards self-directed responsibility and

accountability bull Recognize and acknowledge involvement in the FMPbull Hold employees accountable for things in their controlbull Develop SMART (Specific Motivational Achievable

Relevant Trackable) goalsbull Feedback on progression toward goal accomplishmentbull ldquoFact-findrdquo not ldquofault-findrdquobull Focus on process measures instead of

outcome measures (described in Lesson 5)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

55

Develop Measures

bull Develop measures that allow employees to be held accountable

bull Process measures and not outcome measuresbull Focus on specific behaviors that can be easily defined

tracked and are related to individual and group goalsndash For group goals group performance

measures should be developedndash For individual goals personal

performance measures should be developed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

56

Develop Policies for Recognition

bull Specific behaviorsbull Participation in FMP development implementation and

evaluationbull Policies for recognition and rewards should be well

defined and easily understoodbull Achievable but motivatingbull Develop policies for both group and individual

recognitionbull Group recognition should not be contingent on an

individualrsquos failure(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

57

Awareness Education and Kick-Off

bull All employees must be aware of and educated on the purpose policies and procedures involved in the FMP

bull Awareness and education help to reduce resistance to the FMP

bull Holding a kick-off meeting(s) helps show your support and ldquobuy-inrdquo for the FMP

bull Ensure all employees fully understand the reason behind the FMP and how it works

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

58

Implement the FMP

bull After the all previous steps have been completed the FMP should be implemented

bull Keep all lines of communication open to answer any questions related to the FMP

bull Show continued support by maintaining a high profile in all meetings relating to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

59

Measure Performance

bull Continued measurement is criticalbull Measurement helps gauge the impact of

the FMP and employee acceptancebull Use predefined measures developed by the

steering committeebull Use both quantitative and qualitative

measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

60

Support the FMPbull Need to show continued support for

the FMPbull Formal and informal communication

to gather feedback regarding the FMPbull Follow through with pre-defined rules

for reward and recognitionbull Visibility and participation in all meetings related to the FMPbull Actively listen to all feedback and address issues with the

steering committee bull Post weeklymonthly charts tracking

progress of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

61

Lesson Quiz Lesson 41 How can management show FMP ldquobuy-inrdquo

A Actively participate in all meetings concerning the FMPB Avoid lip serviceC Provide positive feedback praise and recognition for all employees

involved in the FMPD All the above

2 Why is it important to conduct fatigue management bench marking

A To identify drivers that practice bad fatigue managementB To evaluate the current overall state of driver fatigueC To punish those employees that do not support fatigue managementD Build trust

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

62

Lesson Quiz Lesson 4 Continued3 Who should make up the FMP steering committee

A Only managementB Only driversC Representatives from all levels of the organization affected by the

FMPD Both management and drivers

4 What is a strategy to develop accountabilityA Develop SMART goalsB Provide feedback on progression toward goals accomplishmentC ldquoFact-findrdquo not ldquofault-findrdquoD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

63

Lesson Quiz Lesson 4 Continued

5 What kind of measures should be developedA Only individual performance measuresB Only group performance measuresC Both individual and group performance

measuresD Only outcome measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

64

Lesson 5 Performance Measures to Gauge the Efficacy of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

65

You Canrsquot Manage What You Canrsquot Measure

bull What is the current level of performancebull To know if interventions are changing behavior you have

to measure and track what it is you want to changebull Measuring behaviors allows them

to be monitored and reviewedbull Operationally define behaviors so

they can be trackedbull Measurement can be focused on the specific behavior

(process measures) or the result of the behavior (outcome measures)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

66

Process Measures

bull Measures that focus on the occurrence of specific behaviors

bull Process measures have been found to increase the occurrence of safe behaviors in transportation

bull Process measures specific to the FMPndash Follow policies and proceduresndash Policies and procedures implemented correctlyndash Information on the FMP has been conveyed ndash Subjective perceptions and opinions of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

67

Following FMP Policies and Procedures

bull FMP policies and procedures have to be followed for the program to be successful

bull Amount of time exercising per week vs medical opinion of amount of exercise needed

bull Percentage of safety meetings attendedbull The amount of fatigue feedback givenreceived in

a given time bull Percentage of time a continuous positive

airway pressure machine (CPAP) is used (if necessary)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

68

FMP Policies and Procedures Implemented Correctly

bull There are a number of specific behaviors that influence if policies and procedures are implemented correctly

bull The number of concerns addressed in the development of FMP policies and procedures

bull The number of feedback provided by employees that indicated a resistance to FMP implementation

bull The number of employees who earn FMP recognition

bull GPS tracking of trucks for miles traveled idle time engine off time on-duty hours and driving hours

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 31: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

31

Importance of Empowerment

bull Cost control organizational flexibility and product quality improvements

bull Increased job satisfaction motivation and organizational citizenship behavior

bull Decreased turnover and absenteeismbull Increased individual recognition

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

32

Increasing Perceptions of Empowerment

bull Three factors impact sense of empowerment

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

33

Increasing Empowerment

bull Strategies for increasing employee empowermentndash Provide a sense of trust that employees will do a good jobndash Provide supportive feedback concerning safe behaviorsndash Actively listen to employees before offering advice or

feedbackndash Allow employees to develop personal goalsndash Allow employees to develop their own strategies for

increasing safe behavior while reducing risky behavior

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

34

Empowerment and Resistance to Change

bull Empowerment diminishes resistance to changendash Allows employees to contribute to the process of

changendash Builds a sense of trustndash Increases a personal sense

of controlndash Provides bottom-up initiativendash Motivates others to accept changendash Provides more responsibility

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

35

Delegation of Responsibility for Fatigue

bull Each employee feels responsible for fatigue and safety in a positive safety culture

bull Delegating responsibility holds all employees accountable

bull Employees will feel responsible and accountable for their fatigue and help co-workers

bull Well-defined responsibilities increases performance

bull A sense of ownership over safety initiatives

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

36

Encouraging Commitment to the Organization

bull Dedication to the organization and willing to work on its behalf

bull 3 factors that contribute to organizational commitmentndash Identity and loyalty to the organizationndash Amount of personal investment made to the organizationndash Personal feelings of obligation to the organization

bull Commitment can be at different levels in the organization

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

37

Benefits of Organizational Commitment

bull Increased job satisfactionbull Increased performancebull Increased involvementbull Decreased job stressbull Decreased resistance to changebull Decreased turnover and absenteeism

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

38

Increasing Organizational Commitment

bull Support from you and supervisorsndash ldquoMy organization and supervisor are on my siderdquo

bull Rewards for goal achievement and other accomplishments

bull Participation in organizational decision makingbull Perceptions of belonging in

the organizationbull Training and commitment from the organization in

employee development

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

39

Lesson Quiz Lesson 31 What is empowerment

A Empowerment means letting your employees do whatever they wantB Giving employees sole responsibility C Sharing information and knowledge so employees can make decisionsD Decrease in managementrsquos responsibility

2 What is a factor that influences employeesrsquo perceptions of empowerment

A Self-efficacyB Personal controlC OptimismD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

40

Lesson Quiz Lesson 3 Continued3 Why is employee empowerment important

A Empowerment can diminish resistance to the FMP because it creates bottom-up involvement

B Empowerment decreases managementrsquos responsibility in the FMPC Empowerment tricks employees in believing they are in controlD Empowerment increases managementrsquos control in the development of the

FMP

4 Why is it important to delegate responsibility for fatigue managementA It reduces responsibility of managementB It increases managementrsquos controlC Decreases employeesrsquo sense of self-efficacyD Accountability increases

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

41

Lesson Quiz Lesson 3 Continued

5 What is a strategy to increase organizational commitmentA Encourage participation in FMP development

and decision-makingB Reduce empowermentC Develop and assign goals to employeesD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

42

Lesson 4 Step-by-Step Guide to Corporate Culture Change

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

43

Corporate Culture Changebull Culture change can be accomplished through the

following steps or techniques1 Top management ldquobuy inrdquo2 Building trust3 Conducting bench marking4 Management training5 Creating a steering committee6 Development of a safety vision7 Defining roles

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

44

Corporate Culture Change8 Developing accountability9 Developing measures10 Developing policies for

recognition11 Awareness education and

kick-off12 Implementing the FMP13 Measuring performance14 Supporting the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

45

Top Management ldquoBuy Inrdquobull Employees often follow authority or top management and

look to them for guidance in times of changebull Champion the FMP through face-to-face interactionsbull Avoid lip service bull Attend and participate in all meetings

concerning the FMPbull Emphasize the benefits of the FMP and

beliefs in its successbull Provide positive feedback praise and recognition for all

employees involved in the FMPbull Be actively involved in the development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

46

Build Trust

bull Involve employees from all levels of the organization in the development of the FMP

bull Seek specific feedback about the FMPbull Actively listen to all concernsbull Provide opportunities for choice in the FMP

development process among employeesbull Consider CMV driver fatigue

management a value and not a prioritybull You should be expected to follow the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

47

Conduct Bench Marking

bull Observation of current fatigue management and fatigue-related characteristics will determine areas in need of improvement

bull Evaluate current best practices to identify proven fatigue management techniques

bull Identify best practices related to your organizationrsquos need for improvement

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

48

Management Training and Education

bull Critical for you to fully understand the concept behind the FMP before developing the FMP

bull Organizational culture change requires all employees to understand the basic principles behind change

bull Management needs training in the best practices related to the FMP in order to champion the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

49

Training Managers

bull Train managers tondash Provide supportive and corrective feedbackndash Become leaders in the FMP developmentndash Provide rewards praise andor recognition for

goal accomplishmentndash Effectively communicate about FMP-related topics

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

50

Steering Committee

bull Steering committee needs to be assembled to provide oversight and support

bull All levels of the organization included on the steering committee including a driver advisory council

bull The steering committee will serve two functionsndash Develop FMP contentndash Develop the process for implementing the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

51

Assembling the Steering Committee

bull What mission will the steering committee servebull What ground rules dictate how the steering committee

will operatebull What will be the suggested authority of the steering

committeebull What limitations are placed on the steering committeebull What are the priorities of the steering committeebull Which people are best suited to be on the steering

committee

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

52

Develop a Safety Vision

bull What is the purpose of the FMPbull How should the FMP affect the future of the

organizationbull What is the ideal outcome of the FMPbull What the current state of fatigue is

within the organizationbull What steps are needed for the organization

to reach the ideal fatigue-related outcome(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

53

Define Roles

bull When defining roles consider each committee memberrsquos strengths and why they have been selected to be on the steering committeendash Who has the most knowledge of current FMP best

practicesndash Who can elicit the most

comprehensive feedback from driversndash Who has knowledge of training and education

principles and proceduresndash Who has knowledge of program administration

and finances

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

54

Develop Accountabilitybull Strive towards self-directed responsibility and

accountability bull Recognize and acknowledge involvement in the FMPbull Hold employees accountable for things in their controlbull Develop SMART (Specific Motivational Achievable

Relevant Trackable) goalsbull Feedback on progression toward goal accomplishmentbull ldquoFact-findrdquo not ldquofault-findrdquobull Focus on process measures instead of

outcome measures (described in Lesson 5)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

55

Develop Measures

bull Develop measures that allow employees to be held accountable

bull Process measures and not outcome measuresbull Focus on specific behaviors that can be easily defined

tracked and are related to individual and group goalsndash For group goals group performance

measures should be developedndash For individual goals personal

performance measures should be developed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

56

Develop Policies for Recognition

bull Specific behaviorsbull Participation in FMP development implementation and

evaluationbull Policies for recognition and rewards should be well

defined and easily understoodbull Achievable but motivatingbull Develop policies for both group and individual

recognitionbull Group recognition should not be contingent on an

individualrsquos failure(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

57

Awareness Education and Kick-Off

bull All employees must be aware of and educated on the purpose policies and procedures involved in the FMP

bull Awareness and education help to reduce resistance to the FMP

bull Holding a kick-off meeting(s) helps show your support and ldquobuy-inrdquo for the FMP

bull Ensure all employees fully understand the reason behind the FMP and how it works

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

58

Implement the FMP

bull After the all previous steps have been completed the FMP should be implemented

bull Keep all lines of communication open to answer any questions related to the FMP

bull Show continued support by maintaining a high profile in all meetings relating to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

59

Measure Performance

bull Continued measurement is criticalbull Measurement helps gauge the impact of

the FMP and employee acceptancebull Use predefined measures developed by the

steering committeebull Use both quantitative and qualitative

measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

60

Support the FMPbull Need to show continued support for

the FMPbull Formal and informal communication

to gather feedback regarding the FMPbull Follow through with pre-defined rules

for reward and recognitionbull Visibility and participation in all meetings related to the FMPbull Actively listen to all feedback and address issues with the

steering committee bull Post weeklymonthly charts tracking

progress of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

61

Lesson Quiz Lesson 41 How can management show FMP ldquobuy-inrdquo

A Actively participate in all meetings concerning the FMPB Avoid lip serviceC Provide positive feedback praise and recognition for all employees

involved in the FMPD All the above

2 Why is it important to conduct fatigue management bench marking

A To identify drivers that practice bad fatigue managementB To evaluate the current overall state of driver fatigueC To punish those employees that do not support fatigue managementD Build trust

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

62

Lesson Quiz Lesson 4 Continued3 Who should make up the FMP steering committee

A Only managementB Only driversC Representatives from all levels of the organization affected by the

FMPD Both management and drivers

4 What is a strategy to develop accountabilityA Develop SMART goalsB Provide feedback on progression toward goals accomplishmentC ldquoFact-findrdquo not ldquofault-findrdquoD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

63

Lesson Quiz Lesson 4 Continued

5 What kind of measures should be developedA Only individual performance measuresB Only group performance measuresC Both individual and group performance

measuresD Only outcome measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

64

Lesson 5 Performance Measures to Gauge the Efficacy of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

65

You Canrsquot Manage What You Canrsquot Measure

bull What is the current level of performancebull To know if interventions are changing behavior you have

to measure and track what it is you want to changebull Measuring behaviors allows them

to be monitored and reviewedbull Operationally define behaviors so

they can be trackedbull Measurement can be focused on the specific behavior

(process measures) or the result of the behavior (outcome measures)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

66

Process Measures

bull Measures that focus on the occurrence of specific behaviors

bull Process measures have been found to increase the occurrence of safe behaviors in transportation

bull Process measures specific to the FMPndash Follow policies and proceduresndash Policies and procedures implemented correctlyndash Information on the FMP has been conveyed ndash Subjective perceptions and opinions of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

67

Following FMP Policies and Procedures

bull FMP policies and procedures have to be followed for the program to be successful

bull Amount of time exercising per week vs medical opinion of amount of exercise needed

bull Percentage of safety meetings attendedbull The amount of fatigue feedback givenreceived in

a given time bull Percentage of time a continuous positive

airway pressure machine (CPAP) is used (if necessary)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

68

FMP Policies and Procedures Implemented Correctly

bull There are a number of specific behaviors that influence if policies and procedures are implemented correctly

bull The number of concerns addressed in the development of FMP policies and procedures

bull The number of feedback provided by employees that indicated a resistance to FMP implementation

bull The number of employees who earn FMP recognition

bull GPS tracking of trucks for miles traveled idle time engine off time on-duty hours and driving hours

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 32: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

32

Increasing Perceptions of Empowerment

bull Three factors impact sense of empowerment

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

33

Increasing Empowerment

bull Strategies for increasing employee empowermentndash Provide a sense of trust that employees will do a good jobndash Provide supportive feedback concerning safe behaviorsndash Actively listen to employees before offering advice or

feedbackndash Allow employees to develop personal goalsndash Allow employees to develop their own strategies for

increasing safe behavior while reducing risky behavior

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

34

Empowerment and Resistance to Change

bull Empowerment diminishes resistance to changendash Allows employees to contribute to the process of

changendash Builds a sense of trustndash Increases a personal sense

of controlndash Provides bottom-up initiativendash Motivates others to accept changendash Provides more responsibility

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

35

Delegation of Responsibility for Fatigue

bull Each employee feels responsible for fatigue and safety in a positive safety culture

bull Delegating responsibility holds all employees accountable

bull Employees will feel responsible and accountable for their fatigue and help co-workers

bull Well-defined responsibilities increases performance

bull A sense of ownership over safety initiatives

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

36

Encouraging Commitment to the Organization

bull Dedication to the organization and willing to work on its behalf

bull 3 factors that contribute to organizational commitmentndash Identity and loyalty to the organizationndash Amount of personal investment made to the organizationndash Personal feelings of obligation to the organization

bull Commitment can be at different levels in the organization

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

37

Benefits of Organizational Commitment

bull Increased job satisfactionbull Increased performancebull Increased involvementbull Decreased job stressbull Decreased resistance to changebull Decreased turnover and absenteeism

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

38

Increasing Organizational Commitment

bull Support from you and supervisorsndash ldquoMy organization and supervisor are on my siderdquo

bull Rewards for goal achievement and other accomplishments

bull Participation in organizational decision makingbull Perceptions of belonging in

the organizationbull Training and commitment from the organization in

employee development

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

39

Lesson Quiz Lesson 31 What is empowerment

A Empowerment means letting your employees do whatever they wantB Giving employees sole responsibility C Sharing information and knowledge so employees can make decisionsD Decrease in managementrsquos responsibility

2 What is a factor that influences employeesrsquo perceptions of empowerment

A Self-efficacyB Personal controlC OptimismD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

40

Lesson Quiz Lesson 3 Continued3 Why is employee empowerment important

A Empowerment can diminish resistance to the FMP because it creates bottom-up involvement

B Empowerment decreases managementrsquos responsibility in the FMPC Empowerment tricks employees in believing they are in controlD Empowerment increases managementrsquos control in the development of the

FMP

4 Why is it important to delegate responsibility for fatigue managementA It reduces responsibility of managementB It increases managementrsquos controlC Decreases employeesrsquo sense of self-efficacyD Accountability increases

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

41

Lesson Quiz Lesson 3 Continued

5 What is a strategy to increase organizational commitmentA Encourage participation in FMP development

and decision-makingB Reduce empowermentC Develop and assign goals to employeesD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

42

Lesson 4 Step-by-Step Guide to Corporate Culture Change

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

43

Corporate Culture Changebull Culture change can be accomplished through the

following steps or techniques1 Top management ldquobuy inrdquo2 Building trust3 Conducting bench marking4 Management training5 Creating a steering committee6 Development of a safety vision7 Defining roles

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

44

Corporate Culture Change8 Developing accountability9 Developing measures10 Developing policies for

recognition11 Awareness education and

kick-off12 Implementing the FMP13 Measuring performance14 Supporting the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

45

Top Management ldquoBuy Inrdquobull Employees often follow authority or top management and

look to them for guidance in times of changebull Champion the FMP through face-to-face interactionsbull Avoid lip service bull Attend and participate in all meetings

concerning the FMPbull Emphasize the benefits of the FMP and

beliefs in its successbull Provide positive feedback praise and recognition for all

employees involved in the FMPbull Be actively involved in the development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

46

Build Trust

bull Involve employees from all levels of the organization in the development of the FMP

bull Seek specific feedback about the FMPbull Actively listen to all concernsbull Provide opportunities for choice in the FMP

development process among employeesbull Consider CMV driver fatigue

management a value and not a prioritybull You should be expected to follow the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

47

Conduct Bench Marking

bull Observation of current fatigue management and fatigue-related characteristics will determine areas in need of improvement

bull Evaluate current best practices to identify proven fatigue management techniques

bull Identify best practices related to your organizationrsquos need for improvement

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

48

Management Training and Education

bull Critical for you to fully understand the concept behind the FMP before developing the FMP

bull Organizational culture change requires all employees to understand the basic principles behind change

bull Management needs training in the best practices related to the FMP in order to champion the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

49

Training Managers

bull Train managers tondash Provide supportive and corrective feedbackndash Become leaders in the FMP developmentndash Provide rewards praise andor recognition for

goal accomplishmentndash Effectively communicate about FMP-related topics

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

50

Steering Committee

bull Steering committee needs to be assembled to provide oversight and support

bull All levels of the organization included on the steering committee including a driver advisory council

bull The steering committee will serve two functionsndash Develop FMP contentndash Develop the process for implementing the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

51

Assembling the Steering Committee

bull What mission will the steering committee servebull What ground rules dictate how the steering committee

will operatebull What will be the suggested authority of the steering

committeebull What limitations are placed on the steering committeebull What are the priorities of the steering committeebull Which people are best suited to be on the steering

committee

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

52

Develop a Safety Vision

bull What is the purpose of the FMPbull How should the FMP affect the future of the

organizationbull What is the ideal outcome of the FMPbull What the current state of fatigue is

within the organizationbull What steps are needed for the organization

to reach the ideal fatigue-related outcome(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

53

Define Roles

bull When defining roles consider each committee memberrsquos strengths and why they have been selected to be on the steering committeendash Who has the most knowledge of current FMP best

practicesndash Who can elicit the most

comprehensive feedback from driversndash Who has knowledge of training and education

principles and proceduresndash Who has knowledge of program administration

and finances

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

54

Develop Accountabilitybull Strive towards self-directed responsibility and

accountability bull Recognize and acknowledge involvement in the FMPbull Hold employees accountable for things in their controlbull Develop SMART (Specific Motivational Achievable

Relevant Trackable) goalsbull Feedback on progression toward goal accomplishmentbull ldquoFact-findrdquo not ldquofault-findrdquobull Focus on process measures instead of

outcome measures (described in Lesson 5)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

55

Develop Measures

bull Develop measures that allow employees to be held accountable

bull Process measures and not outcome measuresbull Focus on specific behaviors that can be easily defined

tracked and are related to individual and group goalsndash For group goals group performance

measures should be developedndash For individual goals personal

performance measures should be developed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

56

Develop Policies for Recognition

bull Specific behaviorsbull Participation in FMP development implementation and

evaluationbull Policies for recognition and rewards should be well

defined and easily understoodbull Achievable but motivatingbull Develop policies for both group and individual

recognitionbull Group recognition should not be contingent on an

individualrsquos failure(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

57

Awareness Education and Kick-Off

bull All employees must be aware of and educated on the purpose policies and procedures involved in the FMP

bull Awareness and education help to reduce resistance to the FMP

bull Holding a kick-off meeting(s) helps show your support and ldquobuy-inrdquo for the FMP

bull Ensure all employees fully understand the reason behind the FMP and how it works

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

58

Implement the FMP

bull After the all previous steps have been completed the FMP should be implemented

bull Keep all lines of communication open to answer any questions related to the FMP

bull Show continued support by maintaining a high profile in all meetings relating to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

59

Measure Performance

bull Continued measurement is criticalbull Measurement helps gauge the impact of

the FMP and employee acceptancebull Use predefined measures developed by the

steering committeebull Use both quantitative and qualitative

measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

60

Support the FMPbull Need to show continued support for

the FMPbull Formal and informal communication

to gather feedback regarding the FMPbull Follow through with pre-defined rules

for reward and recognitionbull Visibility and participation in all meetings related to the FMPbull Actively listen to all feedback and address issues with the

steering committee bull Post weeklymonthly charts tracking

progress of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

61

Lesson Quiz Lesson 41 How can management show FMP ldquobuy-inrdquo

A Actively participate in all meetings concerning the FMPB Avoid lip serviceC Provide positive feedback praise and recognition for all employees

involved in the FMPD All the above

2 Why is it important to conduct fatigue management bench marking

A To identify drivers that practice bad fatigue managementB To evaluate the current overall state of driver fatigueC To punish those employees that do not support fatigue managementD Build trust

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

62

Lesson Quiz Lesson 4 Continued3 Who should make up the FMP steering committee

A Only managementB Only driversC Representatives from all levels of the organization affected by the

FMPD Both management and drivers

4 What is a strategy to develop accountabilityA Develop SMART goalsB Provide feedback on progression toward goals accomplishmentC ldquoFact-findrdquo not ldquofault-findrdquoD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

63

Lesson Quiz Lesson 4 Continued

5 What kind of measures should be developedA Only individual performance measuresB Only group performance measuresC Both individual and group performance

measuresD Only outcome measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

64

Lesson 5 Performance Measures to Gauge the Efficacy of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

65

You Canrsquot Manage What You Canrsquot Measure

bull What is the current level of performancebull To know if interventions are changing behavior you have

to measure and track what it is you want to changebull Measuring behaviors allows them

to be monitored and reviewedbull Operationally define behaviors so

they can be trackedbull Measurement can be focused on the specific behavior

(process measures) or the result of the behavior (outcome measures)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

66

Process Measures

bull Measures that focus on the occurrence of specific behaviors

bull Process measures have been found to increase the occurrence of safe behaviors in transportation

bull Process measures specific to the FMPndash Follow policies and proceduresndash Policies and procedures implemented correctlyndash Information on the FMP has been conveyed ndash Subjective perceptions and opinions of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

67

Following FMP Policies and Procedures

bull FMP policies and procedures have to be followed for the program to be successful

bull Amount of time exercising per week vs medical opinion of amount of exercise needed

bull Percentage of safety meetings attendedbull The amount of fatigue feedback givenreceived in

a given time bull Percentage of time a continuous positive

airway pressure machine (CPAP) is used (if necessary)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

68

FMP Policies and Procedures Implemented Correctly

bull There are a number of specific behaviors that influence if policies and procedures are implemented correctly

bull The number of concerns addressed in the development of FMP policies and procedures

bull The number of feedback provided by employees that indicated a resistance to FMP implementation

bull The number of employees who earn FMP recognition

bull GPS tracking of trucks for miles traveled idle time engine off time on-duty hours and driving hours

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 33: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

33

Increasing Empowerment

bull Strategies for increasing employee empowermentndash Provide a sense of trust that employees will do a good jobndash Provide supportive feedback concerning safe behaviorsndash Actively listen to employees before offering advice or

feedbackndash Allow employees to develop personal goalsndash Allow employees to develop their own strategies for

increasing safe behavior while reducing risky behavior

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

34

Empowerment and Resistance to Change

bull Empowerment diminishes resistance to changendash Allows employees to contribute to the process of

changendash Builds a sense of trustndash Increases a personal sense

of controlndash Provides bottom-up initiativendash Motivates others to accept changendash Provides more responsibility

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

35

Delegation of Responsibility for Fatigue

bull Each employee feels responsible for fatigue and safety in a positive safety culture

bull Delegating responsibility holds all employees accountable

bull Employees will feel responsible and accountable for their fatigue and help co-workers

bull Well-defined responsibilities increases performance

bull A sense of ownership over safety initiatives

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

36

Encouraging Commitment to the Organization

bull Dedication to the organization and willing to work on its behalf

bull 3 factors that contribute to organizational commitmentndash Identity and loyalty to the organizationndash Amount of personal investment made to the organizationndash Personal feelings of obligation to the organization

bull Commitment can be at different levels in the organization

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

37

Benefits of Organizational Commitment

bull Increased job satisfactionbull Increased performancebull Increased involvementbull Decreased job stressbull Decreased resistance to changebull Decreased turnover and absenteeism

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

38

Increasing Organizational Commitment

bull Support from you and supervisorsndash ldquoMy organization and supervisor are on my siderdquo

bull Rewards for goal achievement and other accomplishments

bull Participation in organizational decision makingbull Perceptions of belonging in

the organizationbull Training and commitment from the organization in

employee development

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

39

Lesson Quiz Lesson 31 What is empowerment

A Empowerment means letting your employees do whatever they wantB Giving employees sole responsibility C Sharing information and knowledge so employees can make decisionsD Decrease in managementrsquos responsibility

2 What is a factor that influences employeesrsquo perceptions of empowerment

A Self-efficacyB Personal controlC OptimismD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

40

Lesson Quiz Lesson 3 Continued3 Why is employee empowerment important

A Empowerment can diminish resistance to the FMP because it creates bottom-up involvement

B Empowerment decreases managementrsquos responsibility in the FMPC Empowerment tricks employees in believing they are in controlD Empowerment increases managementrsquos control in the development of the

FMP

4 Why is it important to delegate responsibility for fatigue managementA It reduces responsibility of managementB It increases managementrsquos controlC Decreases employeesrsquo sense of self-efficacyD Accountability increases

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

41

Lesson Quiz Lesson 3 Continued

5 What is a strategy to increase organizational commitmentA Encourage participation in FMP development

and decision-makingB Reduce empowermentC Develop and assign goals to employeesD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

42

Lesson 4 Step-by-Step Guide to Corporate Culture Change

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

43

Corporate Culture Changebull Culture change can be accomplished through the

following steps or techniques1 Top management ldquobuy inrdquo2 Building trust3 Conducting bench marking4 Management training5 Creating a steering committee6 Development of a safety vision7 Defining roles

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

44

Corporate Culture Change8 Developing accountability9 Developing measures10 Developing policies for

recognition11 Awareness education and

kick-off12 Implementing the FMP13 Measuring performance14 Supporting the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

45

Top Management ldquoBuy Inrdquobull Employees often follow authority or top management and

look to them for guidance in times of changebull Champion the FMP through face-to-face interactionsbull Avoid lip service bull Attend and participate in all meetings

concerning the FMPbull Emphasize the benefits of the FMP and

beliefs in its successbull Provide positive feedback praise and recognition for all

employees involved in the FMPbull Be actively involved in the development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

46

Build Trust

bull Involve employees from all levels of the organization in the development of the FMP

bull Seek specific feedback about the FMPbull Actively listen to all concernsbull Provide opportunities for choice in the FMP

development process among employeesbull Consider CMV driver fatigue

management a value and not a prioritybull You should be expected to follow the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

47

Conduct Bench Marking

bull Observation of current fatigue management and fatigue-related characteristics will determine areas in need of improvement

bull Evaluate current best practices to identify proven fatigue management techniques

bull Identify best practices related to your organizationrsquos need for improvement

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

48

Management Training and Education

bull Critical for you to fully understand the concept behind the FMP before developing the FMP

bull Organizational culture change requires all employees to understand the basic principles behind change

bull Management needs training in the best practices related to the FMP in order to champion the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

49

Training Managers

bull Train managers tondash Provide supportive and corrective feedbackndash Become leaders in the FMP developmentndash Provide rewards praise andor recognition for

goal accomplishmentndash Effectively communicate about FMP-related topics

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

50

Steering Committee

bull Steering committee needs to be assembled to provide oversight and support

bull All levels of the organization included on the steering committee including a driver advisory council

bull The steering committee will serve two functionsndash Develop FMP contentndash Develop the process for implementing the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

51

Assembling the Steering Committee

bull What mission will the steering committee servebull What ground rules dictate how the steering committee

will operatebull What will be the suggested authority of the steering

committeebull What limitations are placed on the steering committeebull What are the priorities of the steering committeebull Which people are best suited to be on the steering

committee

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

52

Develop a Safety Vision

bull What is the purpose of the FMPbull How should the FMP affect the future of the

organizationbull What is the ideal outcome of the FMPbull What the current state of fatigue is

within the organizationbull What steps are needed for the organization

to reach the ideal fatigue-related outcome(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

53

Define Roles

bull When defining roles consider each committee memberrsquos strengths and why they have been selected to be on the steering committeendash Who has the most knowledge of current FMP best

practicesndash Who can elicit the most

comprehensive feedback from driversndash Who has knowledge of training and education

principles and proceduresndash Who has knowledge of program administration

and finances

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

54

Develop Accountabilitybull Strive towards self-directed responsibility and

accountability bull Recognize and acknowledge involvement in the FMPbull Hold employees accountable for things in their controlbull Develop SMART (Specific Motivational Achievable

Relevant Trackable) goalsbull Feedback on progression toward goal accomplishmentbull ldquoFact-findrdquo not ldquofault-findrdquobull Focus on process measures instead of

outcome measures (described in Lesson 5)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

55

Develop Measures

bull Develop measures that allow employees to be held accountable

bull Process measures and not outcome measuresbull Focus on specific behaviors that can be easily defined

tracked and are related to individual and group goalsndash For group goals group performance

measures should be developedndash For individual goals personal

performance measures should be developed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

56

Develop Policies for Recognition

bull Specific behaviorsbull Participation in FMP development implementation and

evaluationbull Policies for recognition and rewards should be well

defined and easily understoodbull Achievable but motivatingbull Develop policies for both group and individual

recognitionbull Group recognition should not be contingent on an

individualrsquos failure(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

57

Awareness Education and Kick-Off

bull All employees must be aware of and educated on the purpose policies and procedures involved in the FMP

bull Awareness and education help to reduce resistance to the FMP

bull Holding a kick-off meeting(s) helps show your support and ldquobuy-inrdquo for the FMP

bull Ensure all employees fully understand the reason behind the FMP and how it works

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

58

Implement the FMP

bull After the all previous steps have been completed the FMP should be implemented

bull Keep all lines of communication open to answer any questions related to the FMP

bull Show continued support by maintaining a high profile in all meetings relating to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

59

Measure Performance

bull Continued measurement is criticalbull Measurement helps gauge the impact of

the FMP and employee acceptancebull Use predefined measures developed by the

steering committeebull Use both quantitative and qualitative

measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

60

Support the FMPbull Need to show continued support for

the FMPbull Formal and informal communication

to gather feedback regarding the FMPbull Follow through with pre-defined rules

for reward and recognitionbull Visibility and participation in all meetings related to the FMPbull Actively listen to all feedback and address issues with the

steering committee bull Post weeklymonthly charts tracking

progress of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

61

Lesson Quiz Lesson 41 How can management show FMP ldquobuy-inrdquo

A Actively participate in all meetings concerning the FMPB Avoid lip serviceC Provide positive feedback praise and recognition for all employees

involved in the FMPD All the above

2 Why is it important to conduct fatigue management bench marking

A To identify drivers that practice bad fatigue managementB To evaluate the current overall state of driver fatigueC To punish those employees that do not support fatigue managementD Build trust

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

62

Lesson Quiz Lesson 4 Continued3 Who should make up the FMP steering committee

A Only managementB Only driversC Representatives from all levels of the organization affected by the

FMPD Both management and drivers

4 What is a strategy to develop accountabilityA Develop SMART goalsB Provide feedback on progression toward goals accomplishmentC ldquoFact-findrdquo not ldquofault-findrdquoD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

63

Lesson Quiz Lesson 4 Continued

5 What kind of measures should be developedA Only individual performance measuresB Only group performance measuresC Both individual and group performance

measuresD Only outcome measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

64

Lesson 5 Performance Measures to Gauge the Efficacy of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

65

You Canrsquot Manage What You Canrsquot Measure

bull What is the current level of performancebull To know if interventions are changing behavior you have

to measure and track what it is you want to changebull Measuring behaviors allows them

to be monitored and reviewedbull Operationally define behaviors so

they can be trackedbull Measurement can be focused on the specific behavior

(process measures) or the result of the behavior (outcome measures)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

66

Process Measures

bull Measures that focus on the occurrence of specific behaviors

bull Process measures have been found to increase the occurrence of safe behaviors in transportation

bull Process measures specific to the FMPndash Follow policies and proceduresndash Policies and procedures implemented correctlyndash Information on the FMP has been conveyed ndash Subjective perceptions and opinions of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

67

Following FMP Policies and Procedures

bull FMP policies and procedures have to be followed for the program to be successful

bull Amount of time exercising per week vs medical opinion of amount of exercise needed

bull Percentage of safety meetings attendedbull The amount of fatigue feedback givenreceived in

a given time bull Percentage of time a continuous positive

airway pressure machine (CPAP) is used (if necessary)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

68

FMP Policies and Procedures Implemented Correctly

bull There are a number of specific behaviors that influence if policies and procedures are implemented correctly

bull The number of concerns addressed in the development of FMP policies and procedures

bull The number of feedback provided by employees that indicated a resistance to FMP implementation

bull The number of employees who earn FMP recognition

bull GPS tracking of trucks for miles traveled idle time engine off time on-duty hours and driving hours

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 34: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

34

Empowerment and Resistance to Change

bull Empowerment diminishes resistance to changendash Allows employees to contribute to the process of

changendash Builds a sense of trustndash Increases a personal sense

of controlndash Provides bottom-up initiativendash Motivates others to accept changendash Provides more responsibility

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

35

Delegation of Responsibility for Fatigue

bull Each employee feels responsible for fatigue and safety in a positive safety culture

bull Delegating responsibility holds all employees accountable

bull Employees will feel responsible and accountable for their fatigue and help co-workers

bull Well-defined responsibilities increases performance

bull A sense of ownership over safety initiatives

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

36

Encouraging Commitment to the Organization

bull Dedication to the organization and willing to work on its behalf

bull 3 factors that contribute to organizational commitmentndash Identity and loyalty to the organizationndash Amount of personal investment made to the organizationndash Personal feelings of obligation to the organization

bull Commitment can be at different levels in the organization

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

37

Benefits of Organizational Commitment

bull Increased job satisfactionbull Increased performancebull Increased involvementbull Decreased job stressbull Decreased resistance to changebull Decreased turnover and absenteeism

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

38

Increasing Organizational Commitment

bull Support from you and supervisorsndash ldquoMy organization and supervisor are on my siderdquo

bull Rewards for goal achievement and other accomplishments

bull Participation in organizational decision makingbull Perceptions of belonging in

the organizationbull Training and commitment from the organization in

employee development

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

39

Lesson Quiz Lesson 31 What is empowerment

A Empowerment means letting your employees do whatever they wantB Giving employees sole responsibility C Sharing information and knowledge so employees can make decisionsD Decrease in managementrsquos responsibility

2 What is a factor that influences employeesrsquo perceptions of empowerment

A Self-efficacyB Personal controlC OptimismD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

40

Lesson Quiz Lesson 3 Continued3 Why is employee empowerment important

A Empowerment can diminish resistance to the FMP because it creates bottom-up involvement

B Empowerment decreases managementrsquos responsibility in the FMPC Empowerment tricks employees in believing they are in controlD Empowerment increases managementrsquos control in the development of the

FMP

4 Why is it important to delegate responsibility for fatigue managementA It reduces responsibility of managementB It increases managementrsquos controlC Decreases employeesrsquo sense of self-efficacyD Accountability increases

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

41

Lesson Quiz Lesson 3 Continued

5 What is a strategy to increase organizational commitmentA Encourage participation in FMP development

and decision-makingB Reduce empowermentC Develop and assign goals to employeesD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

42

Lesson 4 Step-by-Step Guide to Corporate Culture Change

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

43

Corporate Culture Changebull Culture change can be accomplished through the

following steps or techniques1 Top management ldquobuy inrdquo2 Building trust3 Conducting bench marking4 Management training5 Creating a steering committee6 Development of a safety vision7 Defining roles

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

44

Corporate Culture Change8 Developing accountability9 Developing measures10 Developing policies for

recognition11 Awareness education and

kick-off12 Implementing the FMP13 Measuring performance14 Supporting the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

45

Top Management ldquoBuy Inrdquobull Employees often follow authority or top management and

look to them for guidance in times of changebull Champion the FMP through face-to-face interactionsbull Avoid lip service bull Attend and participate in all meetings

concerning the FMPbull Emphasize the benefits of the FMP and

beliefs in its successbull Provide positive feedback praise and recognition for all

employees involved in the FMPbull Be actively involved in the development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

46

Build Trust

bull Involve employees from all levels of the organization in the development of the FMP

bull Seek specific feedback about the FMPbull Actively listen to all concernsbull Provide opportunities for choice in the FMP

development process among employeesbull Consider CMV driver fatigue

management a value and not a prioritybull You should be expected to follow the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

47

Conduct Bench Marking

bull Observation of current fatigue management and fatigue-related characteristics will determine areas in need of improvement

bull Evaluate current best practices to identify proven fatigue management techniques

bull Identify best practices related to your organizationrsquos need for improvement

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

48

Management Training and Education

bull Critical for you to fully understand the concept behind the FMP before developing the FMP

bull Organizational culture change requires all employees to understand the basic principles behind change

bull Management needs training in the best practices related to the FMP in order to champion the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

49

Training Managers

bull Train managers tondash Provide supportive and corrective feedbackndash Become leaders in the FMP developmentndash Provide rewards praise andor recognition for

goal accomplishmentndash Effectively communicate about FMP-related topics

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

50

Steering Committee

bull Steering committee needs to be assembled to provide oversight and support

bull All levels of the organization included on the steering committee including a driver advisory council

bull The steering committee will serve two functionsndash Develop FMP contentndash Develop the process for implementing the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

51

Assembling the Steering Committee

bull What mission will the steering committee servebull What ground rules dictate how the steering committee

will operatebull What will be the suggested authority of the steering

committeebull What limitations are placed on the steering committeebull What are the priorities of the steering committeebull Which people are best suited to be on the steering

committee

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

52

Develop a Safety Vision

bull What is the purpose of the FMPbull How should the FMP affect the future of the

organizationbull What is the ideal outcome of the FMPbull What the current state of fatigue is

within the organizationbull What steps are needed for the organization

to reach the ideal fatigue-related outcome(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

53

Define Roles

bull When defining roles consider each committee memberrsquos strengths and why they have been selected to be on the steering committeendash Who has the most knowledge of current FMP best

practicesndash Who can elicit the most

comprehensive feedback from driversndash Who has knowledge of training and education

principles and proceduresndash Who has knowledge of program administration

and finances

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

54

Develop Accountabilitybull Strive towards self-directed responsibility and

accountability bull Recognize and acknowledge involvement in the FMPbull Hold employees accountable for things in their controlbull Develop SMART (Specific Motivational Achievable

Relevant Trackable) goalsbull Feedback on progression toward goal accomplishmentbull ldquoFact-findrdquo not ldquofault-findrdquobull Focus on process measures instead of

outcome measures (described in Lesson 5)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

55

Develop Measures

bull Develop measures that allow employees to be held accountable

bull Process measures and not outcome measuresbull Focus on specific behaviors that can be easily defined

tracked and are related to individual and group goalsndash For group goals group performance

measures should be developedndash For individual goals personal

performance measures should be developed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

56

Develop Policies for Recognition

bull Specific behaviorsbull Participation in FMP development implementation and

evaluationbull Policies for recognition and rewards should be well

defined and easily understoodbull Achievable but motivatingbull Develop policies for both group and individual

recognitionbull Group recognition should not be contingent on an

individualrsquos failure(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

57

Awareness Education and Kick-Off

bull All employees must be aware of and educated on the purpose policies and procedures involved in the FMP

bull Awareness and education help to reduce resistance to the FMP

bull Holding a kick-off meeting(s) helps show your support and ldquobuy-inrdquo for the FMP

bull Ensure all employees fully understand the reason behind the FMP and how it works

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

58

Implement the FMP

bull After the all previous steps have been completed the FMP should be implemented

bull Keep all lines of communication open to answer any questions related to the FMP

bull Show continued support by maintaining a high profile in all meetings relating to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

59

Measure Performance

bull Continued measurement is criticalbull Measurement helps gauge the impact of

the FMP and employee acceptancebull Use predefined measures developed by the

steering committeebull Use both quantitative and qualitative

measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

60

Support the FMPbull Need to show continued support for

the FMPbull Formal and informal communication

to gather feedback regarding the FMPbull Follow through with pre-defined rules

for reward and recognitionbull Visibility and participation in all meetings related to the FMPbull Actively listen to all feedback and address issues with the

steering committee bull Post weeklymonthly charts tracking

progress of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

61

Lesson Quiz Lesson 41 How can management show FMP ldquobuy-inrdquo

A Actively participate in all meetings concerning the FMPB Avoid lip serviceC Provide positive feedback praise and recognition for all employees

involved in the FMPD All the above

2 Why is it important to conduct fatigue management bench marking

A To identify drivers that practice bad fatigue managementB To evaluate the current overall state of driver fatigueC To punish those employees that do not support fatigue managementD Build trust

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

62

Lesson Quiz Lesson 4 Continued3 Who should make up the FMP steering committee

A Only managementB Only driversC Representatives from all levels of the organization affected by the

FMPD Both management and drivers

4 What is a strategy to develop accountabilityA Develop SMART goalsB Provide feedback on progression toward goals accomplishmentC ldquoFact-findrdquo not ldquofault-findrdquoD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

63

Lesson Quiz Lesson 4 Continued

5 What kind of measures should be developedA Only individual performance measuresB Only group performance measuresC Both individual and group performance

measuresD Only outcome measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

64

Lesson 5 Performance Measures to Gauge the Efficacy of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

65

You Canrsquot Manage What You Canrsquot Measure

bull What is the current level of performancebull To know if interventions are changing behavior you have

to measure and track what it is you want to changebull Measuring behaviors allows them

to be monitored and reviewedbull Operationally define behaviors so

they can be trackedbull Measurement can be focused on the specific behavior

(process measures) or the result of the behavior (outcome measures)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

66

Process Measures

bull Measures that focus on the occurrence of specific behaviors

bull Process measures have been found to increase the occurrence of safe behaviors in transportation

bull Process measures specific to the FMPndash Follow policies and proceduresndash Policies and procedures implemented correctlyndash Information on the FMP has been conveyed ndash Subjective perceptions and opinions of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

67

Following FMP Policies and Procedures

bull FMP policies and procedures have to be followed for the program to be successful

bull Amount of time exercising per week vs medical opinion of amount of exercise needed

bull Percentage of safety meetings attendedbull The amount of fatigue feedback givenreceived in

a given time bull Percentage of time a continuous positive

airway pressure machine (CPAP) is used (if necessary)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

68

FMP Policies and Procedures Implemented Correctly

bull There are a number of specific behaviors that influence if policies and procedures are implemented correctly

bull The number of concerns addressed in the development of FMP policies and procedures

bull The number of feedback provided by employees that indicated a resistance to FMP implementation

bull The number of employees who earn FMP recognition

bull GPS tracking of trucks for miles traveled idle time engine off time on-duty hours and driving hours

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 35: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

35

Delegation of Responsibility for Fatigue

bull Each employee feels responsible for fatigue and safety in a positive safety culture

bull Delegating responsibility holds all employees accountable

bull Employees will feel responsible and accountable for their fatigue and help co-workers

bull Well-defined responsibilities increases performance

bull A sense of ownership over safety initiatives

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

36

Encouraging Commitment to the Organization

bull Dedication to the organization and willing to work on its behalf

bull 3 factors that contribute to organizational commitmentndash Identity and loyalty to the organizationndash Amount of personal investment made to the organizationndash Personal feelings of obligation to the organization

bull Commitment can be at different levels in the organization

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

37

Benefits of Organizational Commitment

bull Increased job satisfactionbull Increased performancebull Increased involvementbull Decreased job stressbull Decreased resistance to changebull Decreased turnover and absenteeism

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

38

Increasing Organizational Commitment

bull Support from you and supervisorsndash ldquoMy organization and supervisor are on my siderdquo

bull Rewards for goal achievement and other accomplishments

bull Participation in organizational decision makingbull Perceptions of belonging in

the organizationbull Training and commitment from the organization in

employee development

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

39

Lesson Quiz Lesson 31 What is empowerment

A Empowerment means letting your employees do whatever they wantB Giving employees sole responsibility C Sharing information and knowledge so employees can make decisionsD Decrease in managementrsquos responsibility

2 What is a factor that influences employeesrsquo perceptions of empowerment

A Self-efficacyB Personal controlC OptimismD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

40

Lesson Quiz Lesson 3 Continued3 Why is employee empowerment important

A Empowerment can diminish resistance to the FMP because it creates bottom-up involvement

B Empowerment decreases managementrsquos responsibility in the FMPC Empowerment tricks employees in believing they are in controlD Empowerment increases managementrsquos control in the development of the

FMP

4 Why is it important to delegate responsibility for fatigue managementA It reduces responsibility of managementB It increases managementrsquos controlC Decreases employeesrsquo sense of self-efficacyD Accountability increases

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

41

Lesson Quiz Lesson 3 Continued

5 What is a strategy to increase organizational commitmentA Encourage participation in FMP development

and decision-makingB Reduce empowermentC Develop and assign goals to employeesD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

42

Lesson 4 Step-by-Step Guide to Corporate Culture Change

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

43

Corporate Culture Changebull Culture change can be accomplished through the

following steps or techniques1 Top management ldquobuy inrdquo2 Building trust3 Conducting bench marking4 Management training5 Creating a steering committee6 Development of a safety vision7 Defining roles

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

44

Corporate Culture Change8 Developing accountability9 Developing measures10 Developing policies for

recognition11 Awareness education and

kick-off12 Implementing the FMP13 Measuring performance14 Supporting the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

45

Top Management ldquoBuy Inrdquobull Employees often follow authority or top management and

look to them for guidance in times of changebull Champion the FMP through face-to-face interactionsbull Avoid lip service bull Attend and participate in all meetings

concerning the FMPbull Emphasize the benefits of the FMP and

beliefs in its successbull Provide positive feedback praise and recognition for all

employees involved in the FMPbull Be actively involved in the development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

46

Build Trust

bull Involve employees from all levels of the organization in the development of the FMP

bull Seek specific feedback about the FMPbull Actively listen to all concernsbull Provide opportunities for choice in the FMP

development process among employeesbull Consider CMV driver fatigue

management a value and not a prioritybull You should be expected to follow the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

47

Conduct Bench Marking

bull Observation of current fatigue management and fatigue-related characteristics will determine areas in need of improvement

bull Evaluate current best practices to identify proven fatigue management techniques

bull Identify best practices related to your organizationrsquos need for improvement

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

48

Management Training and Education

bull Critical for you to fully understand the concept behind the FMP before developing the FMP

bull Organizational culture change requires all employees to understand the basic principles behind change

bull Management needs training in the best practices related to the FMP in order to champion the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

49

Training Managers

bull Train managers tondash Provide supportive and corrective feedbackndash Become leaders in the FMP developmentndash Provide rewards praise andor recognition for

goal accomplishmentndash Effectively communicate about FMP-related topics

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

50

Steering Committee

bull Steering committee needs to be assembled to provide oversight and support

bull All levels of the organization included on the steering committee including a driver advisory council

bull The steering committee will serve two functionsndash Develop FMP contentndash Develop the process for implementing the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

51

Assembling the Steering Committee

bull What mission will the steering committee servebull What ground rules dictate how the steering committee

will operatebull What will be the suggested authority of the steering

committeebull What limitations are placed on the steering committeebull What are the priorities of the steering committeebull Which people are best suited to be on the steering

committee

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

52

Develop a Safety Vision

bull What is the purpose of the FMPbull How should the FMP affect the future of the

organizationbull What is the ideal outcome of the FMPbull What the current state of fatigue is

within the organizationbull What steps are needed for the organization

to reach the ideal fatigue-related outcome(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

53

Define Roles

bull When defining roles consider each committee memberrsquos strengths and why they have been selected to be on the steering committeendash Who has the most knowledge of current FMP best

practicesndash Who can elicit the most

comprehensive feedback from driversndash Who has knowledge of training and education

principles and proceduresndash Who has knowledge of program administration

and finances

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

54

Develop Accountabilitybull Strive towards self-directed responsibility and

accountability bull Recognize and acknowledge involvement in the FMPbull Hold employees accountable for things in their controlbull Develop SMART (Specific Motivational Achievable

Relevant Trackable) goalsbull Feedback on progression toward goal accomplishmentbull ldquoFact-findrdquo not ldquofault-findrdquobull Focus on process measures instead of

outcome measures (described in Lesson 5)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

55

Develop Measures

bull Develop measures that allow employees to be held accountable

bull Process measures and not outcome measuresbull Focus on specific behaviors that can be easily defined

tracked and are related to individual and group goalsndash For group goals group performance

measures should be developedndash For individual goals personal

performance measures should be developed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

56

Develop Policies for Recognition

bull Specific behaviorsbull Participation in FMP development implementation and

evaluationbull Policies for recognition and rewards should be well

defined and easily understoodbull Achievable but motivatingbull Develop policies for both group and individual

recognitionbull Group recognition should not be contingent on an

individualrsquos failure(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

57

Awareness Education and Kick-Off

bull All employees must be aware of and educated on the purpose policies and procedures involved in the FMP

bull Awareness and education help to reduce resistance to the FMP

bull Holding a kick-off meeting(s) helps show your support and ldquobuy-inrdquo for the FMP

bull Ensure all employees fully understand the reason behind the FMP and how it works

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

58

Implement the FMP

bull After the all previous steps have been completed the FMP should be implemented

bull Keep all lines of communication open to answer any questions related to the FMP

bull Show continued support by maintaining a high profile in all meetings relating to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

59

Measure Performance

bull Continued measurement is criticalbull Measurement helps gauge the impact of

the FMP and employee acceptancebull Use predefined measures developed by the

steering committeebull Use both quantitative and qualitative

measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

60

Support the FMPbull Need to show continued support for

the FMPbull Formal and informal communication

to gather feedback regarding the FMPbull Follow through with pre-defined rules

for reward and recognitionbull Visibility and participation in all meetings related to the FMPbull Actively listen to all feedback and address issues with the

steering committee bull Post weeklymonthly charts tracking

progress of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

61

Lesson Quiz Lesson 41 How can management show FMP ldquobuy-inrdquo

A Actively participate in all meetings concerning the FMPB Avoid lip serviceC Provide positive feedback praise and recognition for all employees

involved in the FMPD All the above

2 Why is it important to conduct fatigue management bench marking

A To identify drivers that practice bad fatigue managementB To evaluate the current overall state of driver fatigueC To punish those employees that do not support fatigue managementD Build trust

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

62

Lesson Quiz Lesson 4 Continued3 Who should make up the FMP steering committee

A Only managementB Only driversC Representatives from all levels of the organization affected by the

FMPD Both management and drivers

4 What is a strategy to develop accountabilityA Develop SMART goalsB Provide feedback on progression toward goals accomplishmentC ldquoFact-findrdquo not ldquofault-findrdquoD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

63

Lesson Quiz Lesson 4 Continued

5 What kind of measures should be developedA Only individual performance measuresB Only group performance measuresC Both individual and group performance

measuresD Only outcome measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

64

Lesson 5 Performance Measures to Gauge the Efficacy of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

65

You Canrsquot Manage What You Canrsquot Measure

bull What is the current level of performancebull To know if interventions are changing behavior you have

to measure and track what it is you want to changebull Measuring behaviors allows them

to be monitored and reviewedbull Operationally define behaviors so

they can be trackedbull Measurement can be focused on the specific behavior

(process measures) or the result of the behavior (outcome measures)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

66

Process Measures

bull Measures that focus on the occurrence of specific behaviors

bull Process measures have been found to increase the occurrence of safe behaviors in transportation

bull Process measures specific to the FMPndash Follow policies and proceduresndash Policies and procedures implemented correctlyndash Information on the FMP has been conveyed ndash Subjective perceptions and opinions of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

67

Following FMP Policies and Procedures

bull FMP policies and procedures have to be followed for the program to be successful

bull Amount of time exercising per week vs medical opinion of amount of exercise needed

bull Percentage of safety meetings attendedbull The amount of fatigue feedback givenreceived in

a given time bull Percentage of time a continuous positive

airway pressure machine (CPAP) is used (if necessary)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

68

FMP Policies and Procedures Implemented Correctly

bull There are a number of specific behaviors that influence if policies and procedures are implemented correctly

bull The number of concerns addressed in the development of FMP policies and procedures

bull The number of feedback provided by employees that indicated a resistance to FMP implementation

bull The number of employees who earn FMP recognition

bull GPS tracking of trucks for miles traveled idle time engine off time on-duty hours and driving hours

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 36: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

36

Encouraging Commitment to the Organization

bull Dedication to the organization and willing to work on its behalf

bull 3 factors that contribute to organizational commitmentndash Identity and loyalty to the organizationndash Amount of personal investment made to the organizationndash Personal feelings of obligation to the organization

bull Commitment can be at different levels in the organization

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

37

Benefits of Organizational Commitment

bull Increased job satisfactionbull Increased performancebull Increased involvementbull Decreased job stressbull Decreased resistance to changebull Decreased turnover and absenteeism

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

38

Increasing Organizational Commitment

bull Support from you and supervisorsndash ldquoMy organization and supervisor are on my siderdquo

bull Rewards for goal achievement and other accomplishments

bull Participation in organizational decision makingbull Perceptions of belonging in

the organizationbull Training and commitment from the organization in

employee development

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

39

Lesson Quiz Lesson 31 What is empowerment

A Empowerment means letting your employees do whatever they wantB Giving employees sole responsibility C Sharing information and knowledge so employees can make decisionsD Decrease in managementrsquos responsibility

2 What is a factor that influences employeesrsquo perceptions of empowerment

A Self-efficacyB Personal controlC OptimismD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

40

Lesson Quiz Lesson 3 Continued3 Why is employee empowerment important

A Empowerment can diminish resistance to the FMP because it creates bottom-up involvement

B Empowerment decreases managementrsquos responsibility in the FMPC Empowerment tricks employees in believing they are in controlD Empowerment increases managementrsquos control in the development of the

FMP

4 Why is it important to delegate responsibility for fatigue managementA It reduces responsibility of managementB It increases managementrsquos controlC Decreases employeesrsquo sense of self-efficacyD Accountability increases

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

41

Lesson Quiz Lesson 3 Continued

5 What is a strategy to increase organizational commitmentA Encourage participation in FMP development

and decision-makingB Reduce empowermentC Develop and assign goals to employeesD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

42

Lesson 4 Step-by-Step Guide to Corporate Culture Change

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

43

Corporate Culture Changebull Culture change can be accomplished through the

following steps or techniques1 Top management ldquobuy inrdquo2 Building trust3 Conducting bench marking4 Management training5 Creating a steering committee6 Development of a safety vision7 Defining roles

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

44

Corporate Culture Change8 Developing accountability9 Developing measures10 Developing policies for

recognition11 Awareness education and

kick-off12 Implementing the FMP13 Measuring performance14 Supporting the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

45

Top Management ldquoBuy Inrdquobull Employees often follow authority or top management and

look to them for guidance in times of changebull Champion the FMP through face-to-face interactionsbull Avoid lip service bull Attend and participate in all meetings

concerning the FMPbull Emphasize the benefits of the FMP and

beliefs in its successbull Provide positive feedback praise and recognition for all

employees involved in the FMPbull Be actively involved in the development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

46

Build Trust

bull Involve employees from all levels of the organization in the development of the FMP

bull Seek specific feedback about the FMPbull Actively listen to all concernsbull Provide opportunities for choice in the FMP

development process among employeesbull Consider CMV driver fatigue

management a value and not a prioritybull You should be expected to follow the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

47

Conduct Bench Marking

bull Observation of current fatigue management and fatigue-related characteristics will determine areas in need of improvement

bull Evaluate current best practices to identify proven fatigue management techniques

bull Identify best practices related to your organizationrsquos need for improvement

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

48

Management Training and Education

bull Critical for you to fully understand the concept behind the FMP before developing the FMP

bull Organizational culture change requires all employees to understand the basic principles behind change

bull Management needs training in the best practices related to the FMP in order to champion the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

49

Training Managers

bull Train managers tondash Provide supportive and corrective feedbackndash Become leaders in the FMP developmentndash Provide rewards praise andor recognition for

goal accomplishmentndash Effectively communicate about FMP-related topics

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

50

Steering Committee

bull Steering committee needs to be assembled to provide oversight and support

bull All levels of the organization included on the steering committee including a driver advisory council

bull The steering committee will serve two functionsndash Develop FMP contentndash Develop the process for implementing the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

51

Assembling the Steering Committee

bull What mission will the steering committee servebull What ground rules dictate how the steering committee

will operatebull What will be the suggested authority of the steering

committeebull What limitations are placed on the steering committeebull What are the priorities of the steering committeebull Which people are best suited to be on the steering

committee

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

52

Develop a Safety Vision

bull What is the purpose of the FMPbull How should the FMP affect the future of the

organizationbull What is the ideal outcome of the FMPbull What the current state of fatigue is

within the organizationbull What steps are needed for the organization

to reach the ideal fatigue-related outcome(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

53

Define Roles

bull When defining roles consider each committee memberrsquos strengths and why they have been selected to be on the steering committeendash Who has the most knowledge of current FMP best

practicesndash Who can elicit the most

comprehensive feedback from driversndash Who has knowledge of training and education

principles and proceduresndash Who has knowledge of program administration

and finances

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

54

Develop Accountabilitybull Strive towards self-directed responsibility and

accountability bull Recognize and acknowledge involvement in the FMPbull Hold employees accountable for things in their controlbull Develop SMART (Specific Motivational Achievable

Relevant Trackable) goalsbull Feedback on progression toward goal accomplishmentbull ldquoFact-findrdquo not ldquofault-findrdquobull Focus on process measures instead of

outcome measures (described in Lesson 5)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

55

Develop Measures

bull Develop measures that allow employees to be held accountable

bull Process measures and not outcome measuresbull Focus on specific behaviors that can be easily defined

tracked and are related to individual and group goalsndash For group goals group performance

measures should be developedndash For individual goals personal

performance measures should be developed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

56

Develop Policies for Recognition

bull Specific behaviorsbull Participation in FMP development implementation and

evaluationbull Policies for recognition and rewards should be well

defined and easily understoodbull Achievable but motivatingbull Develop policies for both group and individual

recognitionbull Group recognition should not be contingent on an

individualrsquos failure(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

57

Awareness Education and Kick-Off

bull All employees must be aware of and educated on the purpose policies and procedures involved in the FMP

bull Awareness and education help to reduce resistance to the FMP

bull Holding a kick-off meeting(s) helps show your support and ldquobuy-inrdquo for the FMP

bull Ensure all employees fully understand the reason behind the FMP and how it works

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

58

Implement the FMP

bull After the all previous steps have been completed the FMP should be implemented

bull Keep all lines of communication open to answer any questions related to the FMP

bull Show continued support by maintaining a high profile in all meetings relating to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

59

Measure Performance

bull Continued measurement is criticalbull Measurement helps gauge the impact of

the FMP and employee acceptancebull Use predefined measures developed by the

steering committeebull Use both quantitative and qualitative

measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

60

Support the FMPbull Need to show continued support for

the FMPbull Formal and informal communication

to gather feedback regarding the FMPbull Follow through with pre-defined rules

for reward and recognitionbull Visibility and participation in all meetings related to the FMPbull Actively listen to all feedback and address issues with the

steering committee bull Post weeklymonthly charts tracking

progress of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

61

Lesson Quiz Lesson 41 How can management show FMP ldquobuy-inrdquo

A Actively participate in all meetings concerning the FMPB Avoid lip serviceC Provide positive feedback praise and recognition for all employees

involved in the FMPD All the above

2 Why is it important to conduct fatigue management bench marking

A To identify drivers that practice bad fatigue managementB To evaluate the current overall state of driver fatigueC To punish those employees that do not support fatigue managementD Build trust

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

62

Lesson Quiz Lesson 4 Continued3 Who should make up the FMP steering committee

A Only managementB Only driversC Representatives from all levels of the organization affected by the

FMPD Both management and drivers

4 What is a strategy to develop accountabilityA Develop SMART goalsB Provide feedback on progression toward goals accomplishmentC ldquoFact-findrdquo not ldquofault-findrdquoD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

63

Lesson Quiz Lesson 4 Continued

5 What kind of measures should be developedA Only individual performance measuresB Only group performance measuresC Both individual and group performance

measuresD Only outcome measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

64

Lesson 5 Performance Measures to Gauge the Efficacy of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

65

You Canrsquot Manage What You Canrsquot Measure

bull What is the current level of performancebull To know if interventions are changing behavior you have

to measure and track what it is you want to changebull Measuring behaviors allows them

to be monitored and reviewedbull Operationally define behaviors so

they can be trackedbull Measurement can be focused on the specific behavior

(process measures) or the result of the behavior (outcome measures)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

66

Process Measures

bull Measures that focus on the occurrence of specific behaviors

bull Process measures have been found to increase the occurrence of safe behaviors in transportation

bull Process measures specific to the FMPndash Follow policies and proceduresndash Policies and procedures implemented correctlyndash Information on the FMP has been conveyed ndash Subjective perceptions and opinions of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

67

Following FMP Policies and Procedures

bull FMP policies and procedures have to be followed for the program to be successful

bull Amount of time exercising per week vs medical opinion of amount of exercise needed

bull Percentage of safety meetings attendedbull The amount of fatigue feedback givenreceived in

a given time bull Percentage of time a continuous positive

airway pressure machine (CPAP) is used (if necessary)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

68

FMP Policies and Procedures Implemented Correctly

bull There are a number of specific behaviors that influence if policies and procedures are implemented correctly

bull The number of concerns addressed in the development of FMP policies and procedures

bull The number of feedback provided by employees that indicated a resistance to FMP implementation

bull The number of employees who earn FMP recognition

bull GPS tracking of trucks for miles traveled idle time engine off time on-duty hours and driving hours

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 37: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

37

Benefits of Organizational Commitment

bull Increased job satisfactionbull Increased performancebull Increased involvementbull Decreased job stressbull Decreased resistance to changebull Decreased turnover and absenteeism

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

38

Increasing Organizational Commitment

bull Support from you and supervisorsndash ldquoMy organization and supervisor are on my siderdquo

bull Rewards for goal achievement and other accomplishments

bull Participation in organizational decision makingbull Perceptions of belonging in

the organizationbull Training and commitment from the organization in

employee development

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

39

Lesson Quiz Lesson 31 What is empowerment

A Empowerment means letting your employees do whatever they wantB Giving employees sole responsibility C Sharing information and knowledge so employees can make decisionsD Decrease in managementrsquos responsibility

2 What is a factor that influences employeesrsquo perceptions of empowerment

A Self-efficacyB Personal controlC OptimismD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

40

Lesson Quiz Lesson 3 Continued3 Why is employee empowerment important

A Empowerment can diminish resistance to the FMP because it creates bottom-up involvement

B Empowerment decreases managementrsquos responsibility in the FMPC Empowerment tricks employees in believing they are in controlD Empowerment increases managementrsquos control in the development of the

FMP

4 Why is it important to delegate responsibility for fatigue managementA It reduces responsibility of managementB It increases managementrsquos controlC Decreases employeesrsquo sense of self-efficacyD Accountability increases

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

41

Lesson Quiz Lesson 3 Continued

5 What is a strategy to increase organizational commitmentA Encourage participation in FMP development

and decision-makingB Reduce empowermentC Develop and assign goals to employeesD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

42

Lesson 4 Step-by-Step Guide to Corporate Culture Change

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

43

Corporate Culture Changebull Culture change can be accomplished through the

following steps or techniques1 Top management ldquobuy inrdquo2 Building trust3 Conducting bench marking4 Management training5 Creating a steering committee6 Development of a safety vision7 Defining roles

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

44

Corporate Culture Change8 Developing accountability9 Developing measures10 Developing policies for

recognition11 Awareness education and

kick-off12 Implementing the FMP13 Measuring performance14 Supporting the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

45

Top Management ldquoBuy Inrdquobull Employees often follow authority or top management and

look to them for guidance in times of changebull Champion the FMP through face-to-face interactionsbull Avoid lip service bull Attend and participate in all meetings

concerning the FMPbull Emphasize the benefits of the FMP and

beliefs in its successbull Provide positive feedback praise and recognition for all

employees involved in the FMPbull Be actively involved in the development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

46

Build Trust

bull Involve employees from all levels of the organization in the development of the FMP

bull Seek specific feedback about the FMPbull Actively listen to all concernsbull Provide opportunities for choice in the FMP

development process among employeesbull Consider CMV driver fatigue

management a value and not a prioritybull You should be expected to follow the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

47

Conduct Bench Marking

bull Observation of current fatigue management and fatigue-related characteristics will determine areas in need of improvement

bull Evaluate current best practices to identify proven fatigue management techniques

bull Identify best practices related to your organizationrsquos need for improvement

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

48

Management Training and Education

bull Critical for you to fully understand the concept behind the FMP before developing the FMP

bull Organizational culture change requires all employees to understand the basic principles behind change

bull Management needs training in the best practices related to the FMP in order to champion the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

49

Training Managers

bull Train managers tondash Provide supportive and corrective feedbackndash Become leaders in the FMP developmentndash Provide rewards praise andor recognition for

goal accomplishmentndash Effectively communicate about FMP-related topics

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

50

Steering Committee

bull Steering committee needs to be assembled to provide oversight and support

bull All levels of the organization included on the steering committee including a driver advisory council

bull The steering committee will serve two functionsndash Develop FMP contentndash Develop the process for implementing the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

51

Assembling the Steering Committee

bull What mission will the steering committee servebull What ground rules dictate how the steering committee

will operatebull What will be the suggested authority of the steering

committeebull What limitations are placed on the steering committeebull What are the priorities of the steering committeebull Which people are best suited to be on the steering

committee

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

52

Develop a Safety Vision

bull What is the purpose of the FMPbull How should the FMP affect the future of the

organizationbull What is the ideal outcome of the FMPbull What the current state of fatigue is

within the organizationbull What steps are needed for the organization

to reach the ideal fatigue-related outcome(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

53

Define Roles

bull When defining roles consider each committee memberrsquos strengths and why they have been selected to be on the steering committeendash Who has the most knowledge of current FMP best

practicesndash Who can elicit the most

comprehensive feedback from driversndash Who has knowledge of training and education

principles and proceduresndash Who has knowledge of program administration

and finances

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

54

Develop Accountabilitybull Strive towards self-directed responsibility and

accountability bull Recognize and acknowledge involvement in the FMPbull Hold employees accountable for things in their controlbull Develop SMART (Specific Motivational Achievable

Relevant Trackable) goalsbull Feedback on progression toward goal accomplishmentbull ldquoFact-findrdquo not ldquofault-findrdquobull Focus on process measures instead of

outcome measures (described in Lesson 5)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

55

Develop Measures

bull Develop measures that allow employees to be held accountable

bull Process measures and not outcome measuresbull Focus on specific behaviors that can be easily defined

tracked and are related to individual and group goalsndash For group goals group performance

measures should be developedndash For individual goals personal

performance measures should be developed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

56

Develop Policies for Recognition

bull Specific behaviorsbull Participation in FMP development implementation and

evaluationbull Policies for recognition and rewards should be well

defined and easily understoodbull Achievable but motivatingbull Develop policies for both group and individual

recognitionbull Group recognition should not be contingent on an

individualrsquos failure(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

57

Awareness Education and Kick-Off

bull All employees must be aware of and educated on the purpose policies and procedures involved in the FMP

bull Awareness and education help to reduce resistance to the FMP

bull Holding a kick-off meeting(s) helps show your support and ldquobuy-inrdquo for the FMP

bull Ensure all employees fully understand the reason behind the FMP and how it works

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

58

Implement the FMP

bull After the all previous steps have been completed the FMP should be implemented

bull Keep all lines of communication open to answer any questions related to the FMP

bull Show continued support by maintaining a high profile in all meetings relating to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

59

Measure Performance

bull Continued measurement is criticalbull Measurement helps gauge the impact of

the FMP and employee acceptancebull Use predefined measures developed by the

steering committeebull Use both quantitative and qualitative

measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

60

Support the FMPbull Need to show continued support for

the FMPbull Formal and informal communication

to gather feedback regarding the FMPbull Follow through with pre-defined rules

for reward and recognitionbull Visibility and participation in all meetings related to the FMPbull Actively listen to all feedback and address issues with the

steering committee bull Post weeklymonthly charts tracking

progress of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

61

Lesson Quiz Lesson 41 How can management show FMP ldquobuy-inrdquo

A Actively participate in all meetings concerning the FMPB Avoid lip serviceC Provide positive feedback praise and recognition for all employees

involved in the FMPD All the above

2 Why is it important to conduct fatigue management bench marking

A To identify drivers that practice bad fatigue managementB To evaluate the current overall state of driver fatigueC To punish those employees that do not support fatigue managementD Build trust

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

62

Lesson Quiz Lesson 4 Continued3 Who should make up the FMP steering committee

A Only managementB Only driversC Representatives from all levels of the organization affected by the

FMPD Both management and drivers

4 What is a strategy to develop accountabilityA Develop SMART goalsB Provide feedback on progression toward goals accomplishmentC ldquoFact-findrdquo not ldquofault-findrdquoD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

63

Lesson Quiz Lesson 4 Continued

5 What kind of measures should be developedA Only individual performance measuresB Only group performance measuresC Both individual and group performance

measuresD Only outcome measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

64

Lesson 5 Performance Measures to Gauge the Efficacy of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

65

You Canrsquot Manage What You Canrsquot Measure

bull What is the current level of performancebull To know if interventions are changing behavior you have

to measure and track what it is you want to changebull Measuring behaviors allows them

to be monitored and reviewedbull Operationally define behaviors so

they can be trackedbull Measurement can be focused on the specific behavior

(process measures) or the result of the behavior (outcome measures)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

66

Process Measures

bull Measures that focus on the occurrence of specific behaviors

bull Process measures have been found to increase the occurrence of safe behaviors in transportation

bull Process measures specific to the FMPndash Follow policies and proceduresndash Policies and procedures implemented correctlyndash Information on the FMP has been conveyed ndash Subjective perceptions and opinions of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

67

Following FMP Policies and Procedures

bull FMP policies and procedures have to be followed for the program to be successful

bull Amount of time exercising per week vs medical opinion of amount of exercise needed

bull Percentage of safety meetings attendedbull The amount of fatigue feedback givenreceived in

a given time bull Percentage of time a continuous positive

airway pressure machine (CPAP) is used (if necessary)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

68

FMP Policies and Procedures Implemented Correctly

bull There are a number of specific behaviors that influence if policies and procedures are implemented correctly

bull The number of concerns addressed in the development of FMP policies and procedures

bull The number of feedback provided by employees that indicated a resistance to FMP implementation

bull The number of employees who earn FMP recognition

bull GPS tracking of trucks for miles traveled idle time engine off time on-duty hours and driving hours

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 38: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

38

Increasing Organizational Commitment

bull Support from you and supervisorsndash ldquoMy organization and supervisor are on my siderdquo

bull Rewards for goal achievement and other accomplishments

bull Participation in organizational decision makingbull Perceptions of belonging in

the organizationbull Training and commitment from the organization in

employee development

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

39

Lesson Quiz Lesson 31 What is empowerment

A Empowerment means letting your employees do whatever they wantB Giving employees sole responsibility C Sharing information and knowledge so employees can make decisionsD Decrease in managementrsquos responsibility

2 What is a factor that influences employeesrsquo perceptions of empowerment

A Self-efficacyB Personal controlC OptimismD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

40

Lesson Quiz Lesson 3 Continued3 Why is employee empowerment important

A Empowerment can diminish resistance to the FMP because it creates bottom-up involvement

B Empowerment decreases managementrsquos responsibility in the FMPC Empowerment tricks employees in believing they are in controlD Empowerment increases managementrsquos control in the development of the

FMP

4 Why is it important to delegate responsibility for fatigue managementA It reduces responsibility of managementB It increases managementrsquos controlC Decreases employeesrsquo sense of self-efficacyD Accountability increases

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

41

Lesson Quiz Lesson 3 Continued

5 What is a strategy to increase organizational commitmentA Encourage participation in FMP development

and decision-makingB Reduce empowermentC Develop and assign goals to employeesD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

42

Lesson 4 Step-by-Step Guide to Corporate Culture Change

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

43

Corporate Culture Changebull Culture change can be accomplished through the

following steps or techniques1 Top management ldquobuy inrdquo2 Building trust3 Conducting bench marking4 Management training5 Creating a steering committee6 Development of a safety vision7 Defining roles

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

44

Corporate Culture Change8 Developing accountability9 Developing measures10 Developing policies for

recognition11 Awareness education and

kick-off12 Implementing the FMP13 Measuring performance14 Supporting the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

45

Top Management ldquoBuy Inrdquobull Employees often follow authority or top management and

look to them for guidance in times of changebull Champion the FMP through face-to-face interactionsbull Avoid lip service bull Attend and participate in all meetings

concerning the FMPbull Emphasize the benefits of the FMP and

beliefs in its successbull Provide positive feedback praise and recognition for all

employees involved in the FMPbull Be actively involved in the development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

46

Build Trust

bull Involve employees from all levels of the organization in the development of the FMP

bull Seek specific feedback about the FMPbull Actively listen to all concernsbull Provide opportunities for choice in the FMP

development process among employeesbull Consider CMV driver fatigue

management a value and not a prioritybull You should be expected to follow the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

47

Conduct Bench Marking

bull Observation of current fatigue management and fatigue-related characteristics will determine areas in need of improvement

bull Evaluate current best practices to identify proven fatigue management techniques

bull Identify best practices related to your organizationrsquos need for improvement

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

48

Management Training and Education

bull Critical for you to fully understand the concept behind the FMP before developing the FMP

bull Organizational culture change requires all employees to understand the basic principles behind change

bull Management needs training in the best practices related to the FMP in order to champion the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

49

Training Managers

bull Train managers tondash Provide supportive and corrective feedbackndash Become leaders in the FMP developmentndash Provide rewards praise andor recognition for

goal accomplishmentndash Effectively communicate about FMP-related topics

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

50

Steering Committee

bull Steering committee needs to be assembled to provide oversight and support

bull All levels of the organization included on the steering committee including a driver advisory council

bull The steering committee will serve two functionsndash Develop FMP contentndash Develop the process for implementing the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

51

Assembling the Steering Committee

bull What mission will the steering committee servebull What ground rules dictate how the steering committee

will operatebull What will be the suggested authority of the steering

committeebull What limitations are placed on the steering committeebull What are the priorities of the steering committeebull Which people are best suited to be on the steering

committee

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

52

Develop a Safety Vision

bull What is the purpose of the FMPbull How should the FMP affect the future of the

organizationbull What is the ideal outcome of the FMPbull What the current state of fatigue is

within the organizationbull What steps are needed for the organization

to reach the ideal fatigue-related outcome(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

53

Define Roles

bull When defining roles consider each committee memberrsquos strengths and why they have been selected to be on the steering committeendash Who has the most knowledge of current FMP best

practicesndash Who can elicit the most

comprehensive feedback from driversndash Who has knowledge of training and education

principles and proceduresndash Who has knowledge of program administration

and finances

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

54

Develop Accountabilitybull Strive towards self-directed responsibility and

accountability bull Recognize and acknowledge involvement in the FMPbull Hold employees accountable for things in their controlbull Develop SMART (Specific Motivational Achievable

Relevant Trackable) goalsbull Feedback on progression toward goal accomplishmentbull ldquoFact-findrdquo not ldquofault-findrdquobull Focus on process measures instead of

outcome measures (described in Lesson 5)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

55

Develop Measures

bull Develop measures that allow employees to be held accountable

bull Process measures and not outcome measuresbull Focus on specific behaviors that can be easily defined

tracked and are related to individual and group goalsndash For group goals group performance

measures should be developedndash For individual goals personal

performance measures should be developed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

56

Develop Policies for Recognition

bull Specific behaviorsbull Participation in FMP development implementation and

evaluationbull Policies for recognition and rewards should be well

defined and easily understoodbull Achievable but motivatingbull Develop policies for both group and individual

recognitionbull Group recognition should not be contingent on an

individualrsquos failure(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

57

Awareness Education and Kick-Off

bull All employees must be aware of and educated on the purpose policies and procedures involved in the FMP

bull Awareness and education help to reduce resistance to the FMP

bull Holding a kick-off meeting(s) helps show your support and ldquobuy-inrdquo for the FMP

bull Ensure all employees fully understand the reason behind the FMP and how it works

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

58

Implement the FMP

bull After the all previous steps have been completed the FMP should be implemented

bull Keep all lines of communication open to answer any questions related to the FMP

bull Show continued support by maintaining a high profile in all meetings relating to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

59

Measure Performance

bull Continued measurement is criticalbull Measurement helps gauge the impact of

the FMP and employee acceptancebull Use predefined measures developed by the

steering committeebull Use both quantitative and qualitative

measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

60

Support the FMPbull Need to show continued support for

the FMPbull Formal and informal communication

to gather feedback regarding the FMPbull Follow through with pre-defined rules

for reward and recognitionbull Visibility and participation in all meetings related to the FMPbull Actively listen to all feedback and address issues with the

steering committee bull Post weeklymonthly charts tracking

progress of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

61

Lesson Quiz Lesson 41 How can management show FMP ldquobuy-inrdquo

A Actively participate in all meetings concerning the FMPB Avoid lip serviceC Provide positive feedback praise and recognition for all employees

involved in the FMPD All the above

2 Why is it important to conduct fatigue management bench marking

A To identify drivers that practice bad fatigue managementB To evaluate the current overall state of driver fatigueC To punish those employees that do not support fatigue managementD Build trust

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

62

Lesson Quiz Lesson 4 Continued3 Who should make up the FMP steering committee

A Only managementB Only driversC Representatives from all levels of the organization affected by the

FMPD Both management and drivers

4 What is a strategy to develop accountabilityA Develop SMART goalsB Provide feedback on progression toward goals accomplishmentC ldquoFact-findrdquo not ldquofault-findrdquoD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

63

Lesson Quiz Lesson 4 Continued

5 What kind of measures should be developedA Only individual performance measuresB Only group performance measuresC Both individual and group performance

measuresD Only outcome measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

64

Lesson 5 Performance Measures to Gauge the Efficacy of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

65

You Canrsquot Manage What You Canrsquot Measure

bull What is the current level of performancebull To know if interventions are changing behavior you have

to measure and track what it is you want to changebull Measuring behaviors allows them

to be monitored and reviewedbull Operationally define behaviors so

they can be trackedbull Measurement can be focused on the specific behavior

(process measures) or the result of the behavior (outcome measures)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

66

Process Measures

bull Measures that focus on the occurrence of specific behaviors

bull Process measures have been found to increase the occurrence of safe behaviors in transportation

bull Process measures specific to the FMPndash Follow policies and proceduresndash Policies and procedures implemented correctlyndash Information on the FMP has been conveyed ndash Subjective perceptions and opinions of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

67

Following FMP Policies and Procedures

bull FMP policies and procedures have to be followed for the program to be successful

bull Amount of time exercising per week vs medical opinion of amount of exercise needed

bull Percentage of safety meetings attendedbull The amount of fatigue feedback givenreceived in

a given time bull Percentage of time a continuous positive

airway pressure machine (CPAP) is used (if necessary)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

68

FMP Policies and Procedures Implemented Correctly

bull There are a number of specific behaviors that influence if policies and procedures are implemented correctly

bull The number of concerns addressed in the development of FMP policies and procedures

bull The number of feedback provided by employees that indicated a resistance to FMP implementation

bull The number of employees who earn FMP recognition

bull GPS tracking of trucks for miles traveled idle time engine off time on-duty hours and driving hours

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 39: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

39

Lesson Quiz Lesson 31 What is empowerment

A Empowerment means letting your employees do whatever they wantB Giving employees sole responsibility C Sharing information and knowledge so employees can make decisionsD Decrease in managementrsquos responsibility

2 What is a factor that influences employeesrsquo perceptions of empowerment

A Self-efficacyB Personal controlC OptimismD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

40

Lesson Quiz Lesson 3 Continued3 Why is employee empowerment important

A Empowerment can diminish resistance to the FMP because it creates bottom-up involvement

B Empowerment decreases managementrsquos responsibility in the FMPC Empowerment tricks employees in believing they are in controlD Empowerment increases managementrsquos control in the development of the

FMP

4 Why is it important to delegate responsibility for fatigue managementA It reduces responsibility of managementB It increases managementrsquos controlC Decreases employeesrsquo sense of self-efficacyD Accountability increases

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

41

Lesson Quiz Lesson 3 Continued

5 What is a strategy to increase organizational commitmentA Encourage participation in FMP development

and decision-makingB Reduce empowermentC Develop and assign goals to employeesD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

42

Lesson 4 Step-by-Step Guide to Corporate Culture Change

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

43

Corporate Culture Changebull Culture change can be accomplished through the

following steps or techniques1 Top management ldquobuy inrdquo2 Building trust3 Conducting bench marking4 Management training5 Creating a steering committee6 Development of a safety vision7 Defining roles

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

44

Corporate Culture Change8 Developing accountability9 Developing measures10 Developing policies for

recognition11 Awareness education and

kick-off12 Implementing the FMP13 Measuring performance14 Supporting the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

45

Top Management ldquoBuy Inrdquobull Employees often follow authority or top management and

look to them for guidance in times of changebull Champion the FMP through face-to-face interactionsbull Avoid lip service bull Attend and participate in all meetings

concerning the FMPbull Emphasize the benefits of the FMP and

beliefs in its successbull Provide positive feedback praise and recognition for all

employees involved in the FMPbull Be actively involved in the development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

46

Build Trust

bull Involve employees from all levels of the organization in the development of the FMP

bull Seek specific feedback about the FMPbull Actively listen to all concernsbull Provide opportunities for choice in the FMP

development process among employeesbull Consider CMV driver fatigue

management a value and not a prioritybull You should be expected to follow the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

47

Conduct Bench Marking

bull Observation of current fatigue management and fatigue-related characteristics will determine areas in need of improvement

bull Evaluate current best practices to identify proven fatigue management techniques

bull Identify best practices related to your organizationrsquos need for improvement

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

48

Management Training and Education

bull Critical for you to fully understand the concept behind the FMP before developing the FMP

bull Organizational culture change requires all employees to understand the basic principles behind change

bull Management needs training in the best practices related to the FMP in order to champion the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

49

Training Managers

bull Train managers tondash Provide supportive and corrective feedbackndash Become leaders in the FMP developmentndash Provide rewards praise andor recognition for

goal accomplishmentndash Effectively communicate about FMP-related topics

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

50

Steering Committee

bull Steering committee needs to be assembled to provide oversight and support

bull All levels of the organization included on the steering committee including a driver advisory council

bull The steering committee will serve two functionsndash Develop FMP contentndash Develop the process for implementing the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

51

Assembling the Steering Committee

bull What mission will the steering committee servebull What ground rules dictate how the steering committee

will operatebull What will be the suggested authority of the steering

committeebull What limitations are placed on the steering committeebull What are the priorities of the steering committeebull Which people are best suited to be on the steering

committee

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

52

Develop a Safety Vision

bull What is the purpose of the FMPbull How should the FMP affect the future of the

organizationbull What is the ideal outcome of the FMPbull What the current state of fatigue is

within the organizationbull What steps are needed for the organization

to reach the ideal fatigue-related outcome(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

53

Define Roles

bull When defining roles consider each committee memberrsquos strengths and why they have been selected to be on the steering committeendash Who has the most knowledge of current FMP best

practicesndash Who can elicit the most

comprehensive feedback from driversndash Who has knowledge of training and education

principles and proceduresndash Who has knowledge of program administration

and finances

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

54

Develop Accountabilitybull Strive towards self-directed responsibility and

accountability bull Recognize and acknowledge involvement in the FMPbull Hold employees accountable for things in their controlbull Develop SMART (Specific Motivational Achievable

Relevant Trackable) goalsbull Feedback on progression toward goal accomplishmentbull ldquoFact-findrdquo not ldquofault-findrdquobull Focus on process measures instead of

outcome measures (described in Lesson 5)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

55

Develop Measures

bull Develop measures that allow employees to be held accountable

bull Process measures and not outcome measuresbull Focus on specific behaviors that can be easily defined

tracked and are related to individual and group goalsndash For group goals group performance

measures should be developedndash For individual goals personal

performance measures should be developed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

56

Develop Policies for Recognition

bull Specific behaviorsbull Participation in FMP development implementation and

evaluationbull Policies for recognition and rewards should be well

defined and easily understoodbull Achievable but motivatingbull Develop policies for both group and individual

recognitionbull Group recognition should not be contingent on an

individualrsquos failure(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

57

Awareness Education and Kick-Off

bull All employees must be aware of and educated on the purpose policies and procedures involved in the FMP

bull Awareness and education help to reduce resistance to the FMP

bull Holding a kick-off meeting(s) helps show your support and ldquobuy-inrdquo for the FMP

bull Ensure all employees fully understand the reason behind the FMP and how it works

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

58

Implement the FMP

bull After the all previous steps have been completed the FMP should be implemented

bull Keep all lines of communication open to answer any questions related to the FMP

bull Show continued support by maintaining a high profile in all meetings relating to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

59

Measure Performance

bull Continued measurement is criticalbull Measurement helps gauge the impact of

the FMP and employee acceptancebull Use predefined measures developed by the

steering committeebull Use both quantitative and qualitative

measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

60

Support the FMPbull Need to show continued support for

the FMPbull Formal and informal communication

to gather feedback regarding the FMPbull Follow through with pre-defined rules

for reward and recognitionbull Visibility and participation in all meetings related to the FMPbull Actively listen to all feedback and address issues with the

steering committee bull Post weeklymonthly charts tracking

progress of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

61

Lesson Quiz Lesson 41 How can management show FMP ldquobuy-inrdquo

A Actively participate in all meetings concerning the FMPB Avoid lip serviceC Provide positive feedback praise and recognition for all employees

involved in the FMPD All the above

2 Why is it important to conduct fatigue management bench marking

A To identify drivers that practice bad fatigue managementB To evaluate the current overall state of driver fatigueC To punish those employees that do not support fatigue managementD Build trust

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

62

Lesson Quiz Lesson 4 Continued3 Who should make up the FMP steering committee

A Only managementB Only driversC Representatives from all levels of the organization affected by the

FMPD Both management and drivers

4 What is a strategy to develop accountabilityA Develop SMART goalsB Provide feedback on progression toward goals accomplishmentC ldquoFact-findrdquo not ldquofault-findrdquoD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

63

Lesson Quiz Lesson 4 Continued

5 What kind of measures should be developedA Only individual performance measuresB Only group performance measuresC Both individual and group performance

measuresD Only outcome measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

64

Lesson 5 Performance Measures to Gauge the Efficacy of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

65

You Canrsquot Manage What You Canrsquot Measure

bull What is the current level of performancebull To know if interventions are changing behavior you have

to measure and track what it is you want to changebull Measuring behaviors allows them

to be monitored and reviewedbull Operationally define behaviors so

they can be trackedbull Measurement can be focused on the specific behavior

(process measures) or the result of the behavior (outcome measures)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

66

Process Measures

bull Measures that focus on the occurrence of specific behaviors

bull Process measures have been found to increase the occurrence of safe behaviors in transportation

bull Process measures specific to the FMPndash Follow policies and proceduresndash Policies and procedures implemented correctlyndash Information on the FMP has been conveyed ndash Subjective perceptions and opinions of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

67

Following FMP Policies and Procedures

bull FMP policies and procedures have to be followed for the program to be successful

bull Amount of time exercising per week vs medical opinion of amount of exercise needed

bull Percentage of safety meetings attendedbull The amount of fatigue feedback givenreceived in

a given time bull Percentage of time a continuous positive

airway pressure machine (CPAP) is used (if necessary)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

68

FMP Policies and Procedures Implemented Correctly

bull There are a number of specific behaviors that influence if policies and procedures are implemented correctly

bull The number of concerns addressed in the development of FMP policies and procedures

bull The number of feedback provided by employees that indicated a resistance to FMP implementation

bull The number of employees who earn FMP recognition

bull GPS tracking of trucks for miles traveled idle time engine off time on-duty hours and driving hours

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 40: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

40

Lesson Quiz Lesson 3 Continued3 Why is employee empowerment important

A Empowerment can diminish resistance to the FMP because it creates bottom-up involvement

B Empowerment decreases managementrsquos responsibility in the FMPC Empowerment tricks employees in believing they are in controlD Empowerment increases managementrsquos control in the development of the

FMP

4 Why is it important to delegate responsibility for fatigue managementA It reduces responsibility of managementB It increases managementrsquos controlC Decreases employeesrsquo sense of self-efficacyD Accountability increases

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

41

Lesson Quiz Lesson 3 Continued

5 What is a strategy to increase organizational commitmentA Encourage participation in FMP development

and decision-makingB Reduce empowermentC Develop and assign goals to employeesD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

42

Lesson 4 Step-by-Step Guide to Corporate Culture Change

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

43

Corporate Culture Changebull Culture change can be accomplished through the

following steps or techniques1 Top management ldquobuy inrdquo2 Building trust3 Conducting bench marking4 Management training5 Creating a steering committee6 Development of a safety vision7 Defining roles

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

44

Corporate Culture Change8 Developing accountability9 Developing measures10 Developing policies for

recognition11 Awareness education and

kick-off12 Implementing the FMP13 Measuring performance14 Supporting the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

45

Top Management ldquoBuy Inrdquobull Employees often follow authority or top management and

look to them for guidance in times of changebull Champion the FMP through face-to-face interactionsbull Avoid lip service bull Attend and participate in all meetings

concerning the FMPbull Emphasize the benefits of the FMP and

beliefs in its successbull Provide positive feedback praise and recognition for all

employees involved in the FMPbull Be actively involved in the development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

46

Build Trust

bull Involve employees from all levels of the organization in the development of the FMP

bull Seek specific feedback about the FMPbull Actively listen to all concernsbull Provide opportunities for choice in the FMP

development process among employeesbull Consider CMV driver fatigue

management a value and not a prioritybull You should be expected to follow the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

47

Conduct Bench Marking

bull Observation of current fatigue management and fatigue-related characteristics will determine areas in need of improvement

bull Evaluate current best practices to identify proven fatigue management techniques

bull Identify best practices related to your organizationrsquos need for improvement

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

48

Management Training and Education

bull Critical for you to fully understand the concept behind the FMP before developing the FMP

bull Organizational culture change requires all employees to understand the basic principles behind change

bull Management needs training in the best practices related to the FMP in order to champion the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

49

Training Managers

bull Train managers tondash Provide supportive and corrective feedbackndash Become leaders in the FMP developmentndash Provide rewards praise andor recognition for

goal accomplishmentndash Effectively communicate about FMP-related topics

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

50

Steering Committee

bull Steering committee needs to be assembled to provide oversight and support

bull All levels of the organization included on the steering committee including a driver advisory council

bull The steering committee will serve two functionsndash Develop FMP contentndash Develop the process for implementing the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

51

Assembling the Steering Committee

bull What mission will the steering committee servebull What ground rules dictate how the steering committee

will operatebull What will be the suggested authority of the steering

committeebull What limitations are placed on the steering committeebull What are the priorities of the steering committeebull Which people are best suited to be on the steering

committee

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

52

Develop a Safety Vision

bull What is the purpose of the FMPbull How should the FMP affect the future of the

organizationbull What is the ideal outcome of the FMPbull What the current state of fatigue is

within the organizationbull What steps are needed for the organization

to reach the ideal fatigue-related outcome(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

53

Define Roles

bull When defining roles consider each committee memberrsquos strengths and why they have been selected to be on the steering committeendash Who has the most knowledge of current FMP best

practicesndash Who can elicit the most

comprehensive feedback from driversndash Who has knowledge of training and education

principles and proceduresndash Who has knowledge of program administration

and finances

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

54

Develop Accountabilitybull Strive towards self-directed responsibility and

accountability bull Recognize and acknowledge involvement in the FMPbull Hold employees accountable for things in their controlbull Develop SMART (Specific Motivational Achievable

Relevant Trackable) goalsbull Feedback on progression toward goal accomplishmentbull ldquoFact-findrdquo not ldquofault-findrdquobull Focus on process measures instead of

outcome measures (described in Lesson 5)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

55

Develop Measures

bull Develop measures that allow employees to be held accountable

bull Process measures and not outcome measuresbull Focus on specific behaviors that can be easily defined

tracked and are related to individual and group goalsndash For group goals group performance

measures should be developedndash For individual goals personal

performance measures should be developed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

56

Develop Policies for Recognition

bull Specific behaviorsbull Participation in FMP development implementation and

evaluationbull Policies for recognition and rewards should be well

defined and easily understoodbull Achievable but motivatingbull Develop policies for both group and individual

recognitionbull Group recognition should not be contingent on an

individualrsquos failure(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

57

Awareness Education and Kick-Off

bull All employees must be aware of and educated on the purpose policies and procedures involved in the FMP

bull Awareness and education help to reduce resistance to the FMP

bull Holding a kick-off meeting(s) helps show your support and ldquobuy-inrdquo for the FMP

bull Ensure all employees fully understand the reason behind the FMP and how it works

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

58

Implement the FMP

bull After the all previous steps have been completed the FMP should be implemented

bull Keep all lines of communication open to answer any questions related to the FMP

bull Show continued support by maintaining a high profile in all meetings relating to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

59

Measure Performance

bull Continued measurement is criticalbull Measurement helps gauge the impact of

the FMP and employee acceptancebull Use predefined measures developed by the

steering committeebull Use both quantitative and qualitative

measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

60

Support the FMPbull Need to show continued support for

the FMPbull Formal and informal communication

to gather feedback regarding the FMPbull Follow through with pre-defined rules

for reward and recognitionbull Visibility and participation in all meetings related to the FMPbull Actively listen to all feedback and address issues with the

steering committee bull Post weeklymonthly charts tracking

progress of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

61

Lesson Quiz Lesson 41 How can management show FMP ldquobuy-inrdquo

A Actively participate in all meetings concerning the FMPB Avoid lip serviceC Provide positive feedback praise and recognition for all employees

involved in the FMPD All the above

2 Why is it important to conduct fatigue management bench marking

A To identify drivers that practice bad fatigue managementB To evaluate the current overall state of driver fatigueC To punish those employees that do not support fatigue managementD Build trust

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

62

Lesson Quiz Lesson 4 Continued3 Who should make up the FMP steering committee

A Only managementB Only driversC Representatives from all levels of the organization affected by the

FMPD Both management and drivers

4 What is a strategy to develop accountabilityA Develop SMART goalsB Provide feedback on progression toward goals accomplishmentC ldquoFact-findrdquo not ldquofault-findrdquoD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

63

Lesson Quiz Lesson 4 Continued

5 What kind of measures should be developedA Only individual performance measuresB Only group performance measuresC Both individual and group performance

measuresD Only outcome measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

64

Lesson 5 Performance Measures to Gauge the Efficacy of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

65

You Canrsquot Manage What You Canrsquot Measure

bull What is the current level of performancebull To know if interventions are changing behavior you have

to measure and track what it is you want to changebull Measuring behaviors allows them

to be monitored and reviewedbull Operationally define behaviors so

they can be trackedbull Measurement can be focused on the specific behavior

(process measures) or the result of the behavior (outcome measures)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

66

Process Measures

bull Measures that focus on the occurrence of specific behaviors

bull Process measures have been found to increase the occurrence of safe behaviors in transportation

bull Process measures specific to the FMPndash Follow policies and proceduresndash Policies and procedures implemented correctlyndash Information on the FMP has been conveyed ndash Subjective perceptions and opinions of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

67

Following FMP Policies and Procedures

bull FMP policies and procedures have to be followed for the program to be successful

bull Amount of time exercising per week vs medical opinion of amount of exercise needed

bull Percentage of safety meetings attendedbull The amount of fatigue feedback givenreceived in

a given time bull Percentage of time a continuous positive

airway pressure machine (CPAP) is used (if necessary)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

68

FMP Policies and Procedures Implemented Correctly

bull There are a number of specific behaviors that influence if policies and procedures are implemented correctly

bull The number of concerns addressed in the development of FMP policies and procedures

bull The number of feedback provided by employees that indicated a resistance to FMP implementation

bull The number of employees who earn FMP recognition

bull GPS tracking of trucks for miles traveled idle time engine off time on-duty hours and driving hours

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 41: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

41

Lesson Quiz Lesson 3 Continued

5 What is a strategy to increase organizational commitmentA Encourage participation in FMP development

and decision-makingB Reduce empowermentC Develop and assign goals to employeesD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

42

Lesson 4 Step-by-Step Guide to Corporate Culture Change

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

43

Corporate Culture Changebull Culture change can be accomplished through the

following steps or techniques1 Top management ldquobuy inrdquo2 Building trust3 Conducting bench marking4 Management training5 Creating a steering committee6 Development of a safety vision7 Defining roles

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

44

Corporate Culture Change8 Developing accountability9 Developing measures10 Developing policies for

recognition11 Awareness education and

kick-off12 Implementing the FMP13 Measuring performance14 Supporting the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

45

Top Management ldquoBuy Inrdquobull Employees often follow authority or top management and

look to them for guidance in times of changebull Champion the FMP through face-to-face interactionsbull Avoid lip service bull Attend and participate in all meetings

concerning the FMPbull Emphasize the benefits of the FMP and

beliefs in its successbull Provide positive feedback praise and recognition for all

employees involved in the FMPbull Be actively involved in the development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

46

Build Trust

bull Involve employees from all levels of the organization in the development of the FMP

bull Seek specific feedback about the FMPbull Actively listen to all concernsbull Provide opportunities for choice in the FMP

development process among employeesbull Consider CMV driver fatigue

management a value and not a prioritybull You should be expected to follow the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

47

Conduct Bench Marking

bull Observation of current fatigue management and fatigue-related characteristics will determine areas in need of improvement

bull Evaluate current best practices to identify proven fatigue management techniques

bull Identify best practices related to your organizationrsquos need for improvement

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

48

Management Training and Education

bull Critical for you to fully understand the concept behind the FMP before developing the FMP

bull Organizational culture change requires all employees to understand the basic principles behind change

bull Management needs training in the best practices related to the FMP in order to champion the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

49

Training Managers

bull Train managers tondash Provide supportive and corrective feedbackndash Become leaders in the FMP developmentndash Provide rewards praise andor recognition for

goal accomplishmentndash Effectively communicate about FMP-related topics

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

50

Steering Committee

bull Steering committee needs to be assembled to provide oversight and support

bull All levels of the organization included on the steering committee including a driver advisory council

bull The steering committee will serve two functionsndash Develop FMP contentndash Develop the process for implementing the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

51

Assembling the Steering Committee

bull What mission will the steering committee servebull What ground rules dictate how the steering committee

will operatebull What will be the suggested authority of the steering

committeebull What limitations are placed on the steering committeebull What are the priorities of the steering committeebull Which people are best suited to be on the steering

committee

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

52

Develop a Safety Vision

bull What is the purpose of the FMPbull How should the FMP affect the future of the

organizationbull What is the ideal outcome of the FMPbull What the current state of fatigue is

within the organizationbull What steps are needed for the organization

to reach the ideal fatigue-related outcome(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

53

Define Roles

bull When defining roles consider each committee memberrsquos strengths and why they have been selected to be on the steering committeendash Who has the most knowledge of current FMP best

practicesndash Who can elicit the most

comprehensive feedback from driversndash Who has knowledge of training and education

principles and proceduresndash Who has knowledge of program administration

and finances

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

54

Develop Accountabilitybull Strive towards self-directed responsibility and

accountability bull Recognize and acknowledge involvement in the FMPbull Hold employees accountable for things in their controlbull Develop SMART (Specific Motivational Achievable

Relevant Trackable) goalsbull Feedback on progression toward goal accomplishmentbull ldquoFact-findrdquo not ldquofault-findrdquobull Focus on process measures instead of

outcome measures (described in Lesson 5)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

55

Develop Measures

bull Develop measures that allow employees to be held accountable

bull Process measures and not outcome measuresbull Focus on specific behaviors that can be easily defined

tracked and are related to individual and group goalsndash For group goals group performance

measures should be developedndash For individual goals personal

performance measures should be developed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

56

Develop Policies for Recognition

bull Specific behaviorsbull Participation in FMP development implementation and

evaluationbull Policies for recognition and rewards should be well

defined and easily understoodbull Achievable but motivatingbull Develop policies for both group and individual

recognitionbull Group recognition should not be contingent on an

individualrsquos failure(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

57

Awareness Education and Kick-Off

bull All employees must be aware of and educated on the purpose policies and procedures involved in the FMP

bull Awareness and education help to reduce resistance to the FMP

bull Holding a kick-off meeting(s) helps show your support and ldquobuy-inrdquo for the FMP

bull Ensure all employees fully understand the reason behind the FMP and how it works

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

58

Implement the FMP

bull After the all previous steps have been completed the FMP should be implemented

bull Keep all lines of communication open to answer any questions related to the FMP

bull Show continued support by maintaining a high profile in all meetings relating to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

59

Measure Performance

bull Continued measurement is criticalbull Measurement helps gauge the impact of

the FMP and employee acceptancebull Use predefined measures developed by the

steering committeebull Use both quantitative and qualitative

measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

60

Support the FMPbull Need to show continued support for

the FMPbull Formal and informal communication

to gather feedback regarding the FMPbull Follow through with pre-defined rules

for reward and recognitionbull Visibility and participation in all meetings related to the FMPbull Actively listen to all feedback and address issues with the

steering committee bull Post weeklymonthly charts tracking

progress of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

61

Lesson Quiz Lesson 41 How can management show FMP ldquobuy-inrdquo

A Actively participate in all meetings concerning the FMPB Avoid lip serviceC Provide positive feedback praise and recognition for all employees

involved in the FMPD All the above

2 Why is it important to conduct fatigue management bench marking

A To identify drivers that practice bad fatigue managementB To evaluate the current overall state of driver fatigueC To punish those employees that do not support fatigue managementD Build trust

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

62

Lesson Quiz Lesson 4 Continued3 Who should make up the FMP steering committee

A Only managementB Only driversC Representatives from all levels of the organization affected by the

FMPD Both management and drivers

4 What is a strategy to develop accountabilityA Develop SMART goalsB Provide feedback on progression toward goals accomplishmentC ldquoFact-findrdquo not ldquofault-findrdquoD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

63

Lesson Quiz Lesson 4 Continued

5 What kind of measures should be developedA Only individual performance measuresB Only group performance measuresC Both individual and group performance

measuresD Only outcome measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

64

Lesson 5 Performance Measures to Gauge the Efficacy of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

65

You Canrsquot Manage What You Canrsquot Measure

bull What is the current level of performancebull To know if interventions are changing behavior you have

to measure and track what it is you want to changebull Measuring behaviors allows them

to be monitored and reviewedbull Operationally define behaviors so

they can be trackedbull Measurement can be focused on the specific behavior

(process measures) or the result of the behavior (outcome measures)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

66

Process Measures

bull Measures that focus on the occurrence of specific behaviors

bull Process measures have been found to increase the occurrence of safe behaviors in transportation

bull Process measures specific to the FMPndash Follow policies and proceduresndash Policies and procedures implemented correctlyndash Information on the FMP has been conveyed ndash Subjective perceptions and opinions of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

67

Following FMP Policies and Procedures

bull FMP policies and procedures have to be followed for the program to be successful

bull Amount of time exercising per week vs medical opinion of amount of exercise needed

bull Percentage of safety meetings attendedbull The amount of fatigue feedback givenreceived in

a given time bull Percentage of time a continuous positive

airway pressure machine (CPAP) is used (if necessary)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

68

FMP Policies and Procedures Implemented Correctly

bull There are a number of specific behaviors that influence if policies and procedures are implemented correctly

bull The number of concerns addressed in the development of FMP policies and procedures

bull The number of feedback provided by employees that indicated a resistance to FMP implementation

bull The number of employees who earn FMP recognition

bull GPS tracking of trucks for miles traveled idle time engine off time on-duty hours and driving hours

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 42: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

42

Lesson 4 Step-by-Step Guide to Corporate Culture Change

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

43

Corporate Culture Changebull Culture change can be accomplished through the

following steps or techniques1 Top management ldquobuy inrdquo2 Building trust3 Conducting bench marking4 Management training5 Creating a steering committee6 Development of a safety vision7 Defining roles

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

44

Corporate Culture Change8 Developing accountability9 Developing measures10 Developing policies for

recognition11 Awareness education and

kick-off12 Implementing the FMP13 Measuring performance14 Supporting the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

45

Top Management ldquoBuy Inrdquobull Employees often follow authority or top management and

look to them for guidance in times of changebull Champion the FMP through face-to-face interactionsbull Avoid lip service bull Attend and participate in all meetings

concerning the FMPbull Emphasize the benefits of the FMP and

beliefs in its successbull Provide positive feedback praise and recognition for all

employees involved in the FMPbull Be actively involved in the development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

46

Build Trust

bull Involve employees from all levels of the organization in the development of the FMP

bull Seek specific feedback about the FMPbull Actively listen to all concernsbull Provide opportunities for choice in the FMP

development process among employeesbull Consider CMV driver fatigue

management a value and not a prioritybull You should be expected to follow the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

47

Conduct Bench Marking

bull Observation of current fatigue management and fatigue-related characteristics will determine areas in need of improvement

bull Evaluate current best practices to identify proven fatigue management techniques

bull Identify best practices related to your organizationrsquos need for improvement

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

48

Management Training and Education

bull Critical for you to fully understand the concept behind the FMP before developing the FMP

bull Organizational culture change requires all employees to understand the basic principles behind change

bull Management needs training in the best practices related to the FMP in order to champion the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

49

Training Managers

bull Train managers tondash Provide supportive and corrective feedbackndash Become leaders in the FMP developmentndash Provide rewards praise andor recognition for

goal accomplishmentndash Effectively communicate about FMP-related topics

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

50

Steering Committee

bull Steering committee needs to be assembled to provide oversight and support

bull All levels of the organization included on the steering committee including a driver advisory council

bull The steering committee will serve two functionsndash Develop FMP contentndash Develop the process for implementing the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

51

Assembling the Steering Committee

bull What mission will the steering committee servebull What ground rules dictate how the steering committee

will operatebull What will be the suggested authority of the steering

committeebull What limitations are placed on the steering committeebull What are the priorities of the steering committeebull Which people are best suited to be on the steering

committee

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

52

Develop a Safety Vision

bull What is the purpose of the FMPbull How should the FMP affect the future of the

organizationbull What is the ideal outcome of the FMPbull What the current state of fatigue is

within the organizationbull What steps are needed for the organization

to reach the ideal fatigue-related outcome(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

53

Define Roles

bull When defining roles consider each committee memberrsquos strengths and why they have been selected to be on the steering committeendash Who has the most knowledge of current FMP best

practicesndash Who can elicit the most

comprehensive feedback from driversndash Who has knowledge of training and education

principles and proceduresndash Who has knowledge of program administration

and finances

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

54

Develop Accountabilitybull Strive towards self-directed responsibility and

accountability bull Recognize and acknowledge involvement in the FMPbull Hold employees accountable for things in their controlbull Develop SMART (Specific Motivational Achievable

Relevant Trackable) goalsbull Feedback on progression toward goal accomplishmentbull ldquoFact-findrdquo not ldquofault-findrdquobull Focus on process measures instead of

outcome measures (described in Lesson 5)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

55

Develop Measures

bull Develop measures that allow employees to be held accountable

bull Process measures and not outcome measuresbull Focus on specific behaviors that can be easily defined

tracked and are related to individual and group goalsndash For group goals group performance

measures should be developedndash For individual goals personal

performance measures should be developed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

56

Develop Policies for Recognition

bull Specific behaviorsbull Participation in FMP development implementation and

evaluationbull Policies for recognition and rewards should be well

defined and easily understoodbull Achievable but motivatingbull Develop policies for both group and individual

recognitionbull Group recognition should not be contingent on an

individualrsquos failure(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

57

Awareness Education and Kick-Off

bull All employees must be aware of and educated on the purpose policies and procedures involved in the FMP

bull Awareness and education help to reduce resistance to the FMP

bull Holding a kick-off meeting(s) helps show your support and ldquobuy-inrdquo for the FMP

bull Ensure all employees fully understand the reason behind the FMP and how it works

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

58

Implement the FMP

bull After the all previous steps have been completed the FMP should be implemented

bull Keep all lines of communication open to answer any questions related to the FMP

bull Show continued support by maintaining a high profile in all meetings relating to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

59

Measure Performance

bull Continued measurement is criticalbull Measurement helps gauge the impact of

the FMP and employee acceptancebull Use predefined measures developed by the

steering committeebull Use both quantitative and qualitative

measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

60

Support the FMPbull Need to show continued support for

the FMPbull Formal and informal communication

to gather feedback regarding the FMPbull Follow through with pre-defined rules

for reward and recognitionbull Visibility and participation in all meetings related to the FMPbull Actively listen to all feedback and address issues with the

steering committee bull Post weeklymonthly charts tracking

progress of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

61

Lesson Quiz Lesson 41 How can management show FMP ldquobuy-inrdquo

A Actively participate in all meetings concerning the FMPB Avoid lip serviceC Provide positive feedback praise and recognition for all employees

involved in the FMPD All the above

2 Why is it important to conduct fatigue management bench marking

A To identify drivers that practice bad fatigue managementB To evaluate the current overall state of driver fatigueC To punish those employees that do not support fatigue managementD Build trust

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

62

Lesson Quiz Lesson 4 Continued3 Who should make up the FMP steering committee

A Only managementB Only driversC Representatives from all levels of the organization affected by the

FMPD Both management and drivers

4 What is a strategy to develop accountabilityA Develop SMART goalsB Provide feedback on progression toward goals accomplishmentC ldquoFact-findrdquo not ldquofault-findrdquoD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

63

Lesson Quiz Lesson 4 Continued

5 What kind of measures should be developedA Only individual performance measuresB Only group performance measuresC Both individual and group performance

measuresD Only outcome measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

64

Lesson 5 Performance Measures to Gauge the Efficacy of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

65

You Canrsquot Manage What You Canrsquot Measure

bull What is the current level of performancebull To know if interventions are changing behavior you have

to measure and track what it is you want to changebull Measuring behaviors allows them

to be monitored and reviewedbull Operationally define behaviors so

they can be trackedbull Measurement can be focused on the specific behavior

(process measures) or the result of the behavior (outcome measures)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

66

Process Measures

bull Measures that focus on the occurrence of specific behaviors

bull Process measures have been found to increase the occurrence of safe behaviors in transportation

bull Process measures specific to the FMPndash Follow policies and proceduresndash Policies and procedures implemented correctlyndash Information on the FMP has been conveyed ndash Subjective perceptions and opinions of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

67

Following FMP Policies and Procedures

bull FMP policies and procedures have to be followed for the program to be successful

bull Amount of time exercising per week vs medical opinion of amount of exercise needed

bull Percentage of safety meetings attendedbull The amount of fatigue feedback givenreceived in

a given time bull Percentage of time a continuous positive

airway pressure machine (CPAP) is used (if necessary)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

68

FMP Policies and Procedures Implemented Correctly

bull There are a number of specific behaviors that influence if policies and procedures are implemented correctly

bull The number of concerns addressed in the development of FMP policies and procedures

bull The number of feedback provided by employees that indicated a resistance to FMP implementation

bull The number of employees who earn FMP recognition

bull GPS tracking of trucks for miles traveled idle time engine off time on-duty hours and driving hours

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 43: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

43

Corporate Culture Changebull Culture change can be accomplished through the

following steps or techniques1 Top management ldquobuy inrdquo2 Building trust3 Conducting bench marking4 Management training5 Creating a steering committee6 Development of a safety vision7 Defining roles

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

44

Corporate Culture Change8 Developing accountability9 Developing measures10 Developing policies for

recognition11 Awareness education and

kick-off12 Implementing the FMP13 Measuring performance14 Supporting the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

45

Top Management ldquoBuy Inrdquobull Employees often follow authority or top management and

look to them for guidance in times of changebull Champion the FMP through face-to-face interactionsbull Avoid lip service bull Attend and participate in all meetings

concerning the FMPbull Emphasize the benefits of the FMP and

beliefs in its successbull Provide positive feedback praise and recognition for all

employees involved in the FMPbull Be actively involved in the development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

46

Build Trust

bull Involve employees from all levels of the organization in the development of the FMP

bull Seek specific feedback about the FMPbull Actively listen to all concernsbull Provide opportunities for choice in the FMP

development process among employeesbull Consider CMV driver fatigue

management a value and not a prioritybull You should be expected to follow the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

47

Conduct Bench Marking

bull Observation of current fatigue management and fatigue-related characteristics will determine areas in need of improvement

bull Evaluate current best practices to identify proven fatigue management techniques

bull Identify best practices related to your organizationrsquos need for improvement

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

48

Management Training and Education

bull Critical for you to fully understand the concept behind the FMP before developing the FMP

bull Organizational culture change requires all employees to understand the basic principles behind change

bull Management needs training in the best practices related to the FMP in order to champion the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

49

Training Managers

bull Train managers tondash Provide supportive and corrective feedbackndash Become leaders in the FMP developmentndash Provide rewards praise andor recognition for

goal accomplishmentndash Effectively communicate about FMP-related topics

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

50

Steering Committee

bull Steering committee needs to be assembled to provide oversight and support

bull All levels of the organization included on the steering committee including a driver advisory council

bull The steering committee will serve two functionsndash Develop FMP contentndash Develop the process for implementing the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

51

Assembling the Steering Committee

bull What mission will the steering committee servebull What ground rules dictate how the steering committee

will operatebull What will be the suggested authority of the steering

committeebull What limitations are placed on the steering committeebull What are the priorities of the steering committeebull Which people are best suited to be on the steering

committee

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

52

Develop a Safety Vision

bull What is the purpose of the FMPbull How should the FMP affect the future of the

organizationbull What is the ideal outcome of the FMPbull What the current state of fatigue is

within the organizationbull What steps are needed for the organization

to reach the ideal fatigue-related outcome(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

53

Define Roles

bull When defining roles consider each committee memberrsquos strengths and why they have been selected to be on the steering committeendash Who has the most knowledge of current FMP best

practicesndash Who can elicit the most

comprehensive feedback from driversndash Who has knowledge of training and education

principles and proceduresndash Who has knowledge of program administration

and finances

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

54

Develop Accountabilitybull Strive towards self-directed responsibility and

accountability bull Recognize and acknowledge involvement in the FMPbull Hold employees accountable for things in their controlbull Develop SMART (Specific Motivational Achievable

Relevant Trackable) goalsbull Feedback on progression toward goal accomplishmentbull ldquoFact-findrdquo not ldquofault-findrdquobull Focus on process measures instead of

outcome measures (described in Lesson 5)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

55

Develop Measures

bull Develop measures that allow employees to be held accountable

bull Process measures and not outcome measuresbull Focus on specific behaviors that can be easily defined

tracked and are related to individual and group goalsndash For group goals group performance

measures should be developedndash For individual goals personal

performance measures should be developed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

56

Develop Policies for Recognition

bull Specific behaviorsbull Participation in FMP development implementation and

evaluationbull Policies for recognition and rewards should be well

defined and easily understoodbull Achievable but motivatingbull Develop policies for both group and individual

recognitionbull Group recognition should not be contingent on an

individualrsquos failure(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

57

Awareness Education and Kick-Off

bull All employees must be aware of and educated on the purpose policies and procedures involved in the FMP

bull Awareness and education help to reduce resistance to the FMP

bull Holding a kick-off meeting(s) helps show your support and ldquobuy-inrdquo for the FMP

bull Ensure all employees fully understand the reason behind the FMP and how it works

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

58

Implement the FMP

bull After the all previous steps have been completed the FMP should be implemented

bull Keep all lines of communication open to answer any questions related to the FMP

bull Show continued support by maintaining a high profile in all meetings relating to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

59

Measure Performance

bull Continued measurement is criticalbull Measurement helps gauge the impact of

the FMP and employee acceptancebull Use predefined measures developed by the

steering committeebull Use both quantitative and qualitative

measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

60

Support the FMPbull Need to show continued support for

the FMPbull Formal and informal communication

to gather feedback regarding the FMPbull Follow through with pre-defined rules

for reward and recognitionbull Visibility and participation in all meetings related to the FMPbull Actively listen to all feedback and address issues with the

steering committee bull Post weeklymonthly charts tracking

progress of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

61

Lesson Quiz Lesson 41 How can management show FMP ldquobuy-inrdquo

A Actively participate in all meetings concerning the FMPB Avoid lip serviceC Provide positive feedback praise and recognition for all employees

involved in the FMPD All the above

2 Why is it important to conduct fatigue management bench marking

A To identify drivers that practice bad fatigue managementB To evaluate the current overall state of driver fatigueC To punish those employees that do not support fatigue managementD Build trust

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

62

Lesson Quiz Lesson 4 Continued3 Who should make up the FMP steering committee

A Only managementB Only driversC Representatives from all levels of the organization affected by the

FMPD Both management and drivers

4 What is a strategy to develop accountabilityA Develop SMART goalsB Provide feedback on progression toward goals accomplishmentC ldquoFact-findrdquo not ldquofault-findrdquoD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

63

Lesson Quiz Lesson 4 Continued

5 What kind of measures should be developedA Only individual performance measuresB Only group performance measuresC Both individual and group performance

measuresD Only outcome measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

64

Lesson 5 Performance Measures to Gauge the Efficacy of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

65

You Canrsquot Manage What You Canrsquot Measure

bull What is the current level of performancebull To know if interventions are changing behavior you have

to measure and track what it is you want to changebull Measuring behaviors allows them

to be monitored and reviewedbull Operationally define behaviors so

they can be trackedbull Measurement can be focused on the specific behavior

(process measures) or the result of the behavior (outcome measures)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

66

Process Measures

bull Measures that focus on the occurrence of specific behaviors

bull Process measures have been found to increase the occurrence of safe behaviors in transportation

bull Process measures specific to the FMPndash Follow policies and proceduresndash Policies and procedures implemented correctlyndash Information on the FMP has been conveyed ndash Subjective perceptions and opinions of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

67

Following FMP Policies and Procedures

bull FMP policies and procedures have to be followed for the program to be successful

bull Amount of time exercising per week vs medical opinion of amount of exercise needed

bull Percentage of safety meetings attendedbull The amount of fatigue feedback givenreceived in

a given time bull Percentage of time a continuous positive

airway pressure machine (CPAP) is used (if necessary)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

68

FMP Policies and Procedures Implemented Correctly

bull There are a number of specific behaviors that influence if policies and procedures are implemented correctly

bull The number of concerns addressed in the development of FMP policies and procedures

bull The number of feedback provided by employees that indicated a resistance to FMP implementation

bull The number of employees who earn FMP recognition

bull GPS tracking of trucks for miles traveled idle time engine off time on-duty hours and driving hours

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 44: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

44

Corporate Culture Change8 Developing accountability9 Developing measures10 Developing policies for

recognition11 Awareness education and

kick-off12 Implementing the FMP13 Measuring performance14 Supporting the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

45

Top Management ldquoBuy Inrdquobull Employees often follow authority or top management and

look to them for guidance in times of changebull Champion the FMP through face-to-face interactionsbull Avoid lip service bull Attend and participate in all meetings

concerning the FMPbull Emphasize the benefits of the FMP and

beliefs in its successbull Provide positive feedback praise and recognition for all

employees involved in the FMPbull Be actively involved in the development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

46

Build Trust

bull Involve employees from all levels of the organization in the development of the FMP

bull Seek specific feedback about the FMPbull Actively listen to all concernsbull Provide opportunities for choice in the FMP

development process among employeesbull Consider CMV driver fatigue

management a value and not a prioritybull You should be expected to follow the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

47

Conduct Bench Marking

bull Observation of current fatigue management and fatigue-related characteristics will determine areas in need of improvement

bull Evaluate current best practices to identify proven fatigue management techniques

bull Identify best practices related to your organizationrsquos need for improvement

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

48

Management Training and Education

bull Critical for you to fully understand the concept behind the FMP before developing the FMP

bull Organizational culture change requires all employees to understand the basic principles behind change

bull Management needs training in the best practices related to the FMP in order to champion the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

49

Training Managers

bull Train managers tondash Provide supportive and corrective feedbackndash Become leaders in the FMP developmentndash Provide rewards praise andor recognition for

goal accomplishmentndash Effectively communicate about FMP-related topics

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

50

Steering Committee

bull Steering committee needs to be assembled to provide oversight and support

bull All levels of the organization included on the steering committee including a driver advisory council

bull The steering committee will serve two functionsndash Develop FMP contentndash Develop the process for implementing the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

51

Assembling the Steering Committee

bull What mission will the steering committee servebull What ground rules dictate how the steering committee

will operatebull What will be the suggested authority of the steering

committeebull What limitations are placed on the steering committeebull What are the priorities of the steering committeebull Which people are best suited to be on the steering

committee

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

52

Develop a Safety Vision

bull What is the purpose of the FMPbull How should the FMP affect the future of the

organizationbull What is the ideal outcome of the FMPbull What the current state of fatigue is

within the organizationbull What steps are needed for the organization

to reach the ideal fatigue-related outcome(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

53

Define Roles

bull When defining roles consider each committee memberrsquos strengths and why they have been selected to be on the steering committeendash Who has the most knowledge of current FMP best

practicesndash Who can elicit the most

comprehensive feedback from driversndash Who has knowledge of training and education

principles and proceduresndash Who has knowledge of program administration

and finances

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

54

Develop Accountabilitybull Strive towards self-directed responsibility and

accountability bull Recognize and acknowledge involvement in the FMPbull Hold employees accountable for things in their controlbull Develop SMART (Specific Motivational Achievable

Relevant Trackable) goalsbull Feedback on progression toward goal accomplishmentbull ldquoFact-findrdquo not ldquofault-findrdquobull Focus on process measures instead of

outcome measures (described in Lesson 5)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

55

Develop Measures

bull Develop measures that allow employees to be held accountable

bull Process measures and not outcome measuresbull Focus on specific behaviors that can be easily defined

tracked and are related to individual and group goalsndash For group goals group performance

measures should be developedndash For individual goals personal

performance measures should be developed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

56

Develop Policies for Recognition

bull Specific behaviorsbull Participation in FMP development implementation and

evaluationbull Policies for recognition and rewards should be well

defined and easily understoodbull Achievable but motivatingbull Develop policies for both group and individual

recognitionbull Group recognition should not be contingent on an

individualrsquos failure(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

57

Awareness Education and Kick-Off

bull All employees must be aware of and educated on the purpose policies and procedures involved in the FMP

bull Awareness and education help to reduce resistance to the FMP

bull Holding a kick-off meeting(s) helps show your support and ldquobuy-inrdquo for the FMP

bull Ensure all employees fully understand the reason behind the FMP and how it works

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

58

Implement the FMP

bull After the all previous steps have been completed the FMP should be implemented

bull Keep all lines of communication open to answer any questions related to the FMP

bull Show continued support by maintaining a high profile in all meetings relating to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

59

Measure Performance

bull Continued measurement is criticalbull Measurement helps gauge the impact of

the FMP and employee acceptancebull Use predefined measures developed by the

steering committeebull Use both quantitative and qualitative

measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

60

Support the FMPbull Need to show continued support for

the FMPbull Formal and informal communication

to gather feedback regarding the FMPbull Follow through with pre-defined rules

for reward and recognitionbull Visibility and participation in all meetings related to the FMPbull Actively listen to all feedback and address issues with the

steering committee bull Post weeklymonthly charts tracking

progress of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

61

Lesson Quiz Lesson 41 How can management show FMP ldquobuy-inrdquo

A Actively participate in all meetings concerning the FMPB Avoid lip serviceC Provide positive feedback praise and recognition for all employees

involved in the FMPD All the above

2 Why is it important to conduct fatigue management bench marking

A To identify drivers that practice bad fatigue managementB To evaluate the current overall state of driver fatigueC To punish those employees that do not support fatigue managementD Build trust

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

62

Lesson Quiz Lesson 4 Continued3 Who should make up the FMP steering committee

A Only managementB Only driversC Representatives from all levels of the organization affected by the

FMPD Both management and drivers

4 What is a strategy to develop accountabilityA Develop SMART goalsB Provide feedback on progression toward goals accomplishmentC ldquoFact-findrdquo not ldquofault-findrdquoD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

63

Lesson Quiz Lesson 4 Continued

5 What kind of measures should be developedA Only individual performance measuresB Only group performance measuresC Both individual and group performance

measuresD Only outcome measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

64

Lesson 5 Performance Measures to Gauge the Efficacy of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

65

You Canrsquot Manage What You Canrsquot Measure

bull What is the current level of performancebull To know if interventions are changing behavior you have

to measure and track what it is you want to changebull Measuring behaviors allows them

to be monitored and reviewedbull Operationally define behaviors so

they can be trackedbull Measurement can be focused on the specific behavior

(process measures) or the result of the behavior (outcome measures)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

66

Process Measures

bull Measures that focus on the occurrence of specific behaviors

bull Process measures have been found to increase the occurrence of safe behaviors in transportation

bull Process measures specific to the FMPndash Follow policies and proceduresndash Policies and procedures implemented correctlyndash Information on the FMP has been conveyed ndash Subjective perceptions and opinions of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

67

Following FMP Policies and Procedures

bull FMP policies and procedures have to be followed for the program to be successful

bull Amount of time exercising per week vs medical opinion of amount of exercise needed

bull Percentage of safety meetings attendedbull The amount of fatigue feedback givenreceived in

a given time bull Percentage of time a continuous positive

airway pressure machine (CPAP) is used (if necessary)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

68

FMP Policies and Procedures Implemented Correctly

bull There are a number of specific behaviors that influence if policies and procedures are implemented correctly

bull The number of concerns addressed in the development of FMP policies and procedures

bull The number of feedback provided by employees that indicated a resistance to FMP implementation

bull The number of employees who earn FMP recognition

bull GPS tracking of trucks for miles traveled idle time engine off time on-duty hours and driving hours

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 45: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

45

Top Management ldquoBuy Inrdquobull Employees often follow authority or top management and

look to them for guidance in times of changebull Champion the FMP through face-to-face interactionsbull Avoid lip service bull Attend and participate in all meetings

concerning the FMPbull Emphasize the benefits of the FMP and

beliefs in its successbull Provide positive feedback praise and recognition for all

employees involved in the FMPbull Be actively involved in the development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

46

Build Trust

bull Involve employees from all levels of the organization in the development of the FMP

bull Seek specific feedback about the FMPbull Actively listen to all concernsbull Provide opportunities for choice in the FMP

development process among employeesbull Consider CMV driver fatigue

management a value and not a prioritybull You should be expected to follow the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

47

Conduct Bench Marking

bull Observation of current fatigue management and fatigue-related characteristics will determine areas in need of improvement

bull Evaluate current best practices to identify proven fatigue management techniques

bull Identify best practices related to your organizationrsquos need for improvement

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

48

Management Training and Education

bull Critical for you to fully understand the concept behind the FMP before developing the FMP

bull Organizational culture change requires all employees to understand the basic principles behind change

bull Management needs training in the best practices related to the FMP in order to champion the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

49

Training Managers

bull Train managers tondash Provide supportive and corrective feedbackndash Become leaders in the FMP developmentndash Provide rewards praise andor recognition for

goal accomplishmentndash Effectively communicate about FMP-related topics

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

50

Steering Committee

bull Steering committee needs to be assembled to provide oversight and support

bull All levels of the organization included on the steering committee including a driver advisory council

bull The steering committee will serve two functionsndash Develop FMP contentndash Develop the process for implementing the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

51

Assembling the Steering Committee

bull What mission will the steering committee servebull What ground rules dictate how the steering committee

will operatebull What will be the suggested authority of the steering

committeebull What limitations are placed on the steering committeebull What are the priorities of the steering committeebull Which people are best suited to be on the steering

committee

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

52

Develop a Safety Vision

bull What is the purpose of the FMPbull How should the FMP affect the future of the

organizationbull What is the ideal outcome of the FMPbull What the current state of fatigue is

within the organizationbull What steps are needed for the organization

to reach the ideal fatigue-related outcome(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

53

Define Roles

bull When defining roles consider each committee memberrsquos strengths and why they have been selected to be on the steering committeendash Who has the most knowledge of current FMP best

practicesndash Who can elicit the most

comprehensive feedback from driversndash Who has knowledge of training and education

principles and proceduresndash Who has knowledge of program administration

and finances

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

54

Develop Accountabilitybull Strive towards self-directed responsibility and

accountability bull Recognize and acknowledge involvement in the FMPbull Hold employees accountable for things in their controlbull Develop SMART (Specific Motivational Achievable

Relevant Trackable) goalsbull Feedback on progression toward goal accomplishmentbull ldquoFact-findrdquo not ldquofault-findrdquobull Focus on process measures instead of

outcome measures (described in Lesson 5)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

55

Develop Measures

bull Develop measures that allow employees to be held accountable

bull Process measures and not outcome measuresbull Focus on specific behaviors that can be easily defined

tracked and are related to individual and group goalsndash For group goals group performance

measures should be developedndash For individual goals personal

performance measures should be developed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

56

Develop Policies for Recognition

bull Specific behaviorsbull Participation in FMP development implementation and

evaluationbull Policies for recognition and rewards should be well

defined and easily understoodbull Achievable but motivatingbull Develop policies for both group and individual

recognitionbull Group recognition should not be contingent on an

individualrsquos failure(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

57

Awareness Education and Kick-Off

bull All employees must be aware of and educated on the purpose policies and procedures involved in the FMP

bull Awareness and education help to reduce resistance to the FMP

bull Holding a kick-off meeting(s) helps show your support and ldquobuy-inrdquo for the FMP

bull Ensure all employees fully understand the reason behind the FMP and how it works

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

58

Implement the FMP

bull After the all previous steps have been completed the FMP should be implemented

bull Keep all lines of communication open to answer any questions related to the FMP

bull Show continued support by maintaining a high profile in all meetings relating to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

59

Measure Performance

bull Continued measurement is criticalbull Measurement helps gauge the impact of

the FMP and employee acceptancebull Use predefined measures developed by the

steering committeebull Use both quantitative and qualitative

measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

60

Support the FMPbull Need to show continued support for

the FMPbull Formal and informal communication

to gather feedback regarding the FMPbull Follow through with pre-defined rules

for reward and recognitionbull Visibility and participation in all meetings related to the FMPbull Actively listen to all feedback and address issues with the

steering committee bull Post weeklymonthly charts tracking

progress of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

61

Lesson Quiz Lesson 41 How can management show FMP ldquobuy-inrdquo

A Actively participate in all meetings concerning the FMPB Avoid lip serviceC Provide positive feedback praise and recognition for all employees

involved in the FMPD All the above

2 Why is it important to conduct fatigue management bench marking

A To identify drivers that practice bad fatigue managementB To evaluate the current overall state of driver fatigueC To punish those employees that do not support fatigue managementD Build trust

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

62

Lesson Quiz Lesson 4 Continued3 Who should make up the FMP steering committee

A Only managementB Only driversC Representatives from all levels of the organization affected by the

FMPD Both management and drivers

4 What is a strategy to develop accountabilityA Develop SMART goalsB Provide feedback on progression toward goals accomplishmentC ldquoFact-findrdquo not ldquofault-findrdquoD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

63

Lesson Quiz Lesson 4 Continued

5 What kind of measures should be developedA Only individual performance measuresB Only group performance measuresC Both individual and group performance

measuresD Only outcome measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

64

Lesson 5 Performance Measures to Gauge the Efficacy of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

65

You Canrsquot Manage What You Canrsquot Measure

bull What is the current level of performancebull To know if interventions are changing behavior you have

to measure and track what it is you want to changebull Measuring behaviors allows them

to be monitored and reviewedbull Operationally define behaviors so

they can be trackedbull Measurement can be focused on the specific behavior

(process measures) or the result of the behavior (outcome measures)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

66

Process Measures

bull Measures that focus on the occurrence of specific behaviors

bull Process measures have been found to increase the occurrence of safe behaviors in transportation

bull Process measures specific to the FMPndash Follow policies and proceduresndash Policies and procedures implemented correctlyndash Information on the FMP has been conveyed ndash Subjective perceptions and opinions of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

67

Following FMP Policies and Procedures

bull FMP policies and procedures have to be followed for the program to be successful

bull Amount of time exercising per week vs medical opinion of amount of exercise needed

bull Percentage of safety meetings attendedbull The amount of fatigue feedback givenreceived in

a given time bull Percentage of time a continuous positive

airway pressure machine (CPAP) is used (if necessary)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

68

FMP Policies and Procedures Implemented Correctly

bull There are a number of specific behaviors that influence if policies and procedures are implemented correctly

bull The number of concerns addressed in the development of FMP policies and procedures

bull The number of feedback provided by employees that indicated a resistance to FMP implementation

bull The number of employees who earn FMP recognition

bull GPS tracking of trucks for miles traveled idle time engine off time on-duty hours and driving hours

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 46: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

46

Build Trust

bull Involve employees from all levels of the organization in the development of the FMP

bull Seek specific feedback about the FMPbull Actively listen to all concernsbull Provide opportunities for choice in the FMP

development process among employeesbull Consider CMV driver fatigue

management a value and not a prioritybull You should be expected to follow the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

47

Conduct Bench Marking

bull Observation of current fatigue management and fatigue-related characteristics will determine areas in need of improvement

bull Evaluate current best practices to identify proven fatigue management techniques

bull Identify best practices related to your organizationrsquos need for improvement

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

48

Management Training and Education

bull Critical for you to fully understand the concept behind the FMP before developing the FMP

bull Organizational culture change requires all employees to understand the basic principles behind change

bull Management needs training in the best practices related to the FMP in order to champion the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

49

Training Managers

bull Train managers tondash Provide supportive and corrective feedbackndash Become leaders in the FMP developmentndash Provide rewards praise andor recognition for

goal accomplishmentndash Effectively communicate about FMP-related topics

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

50

Steering Committee

bull Steering committee needs to be assembled to provide oversight and support

bull All levels of the organization included on the steering committee including a driver advisory council

bull The steering committee will serve two functionsndash Develop FMP contentndash Develop the process for implementing the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

51

Assembling the Steering Committee

bull What mission will the steering committee servebull What ground rules dictate how the steering committee

will operatebull What will be the suggested authority of the steering

committeebull What limitations are placed on the steering committeebull What are the priorities of the steering committeebull Which people are best suited to be on the steering

committee

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

52

Develop a Safety Vision

bull What is the purpose of the FMPbull How should the FMP affect the future of the

organizationbull What is the ideal outcome of the FMPbull What the current state of fatigue is

within the organizationbull What steps are needed for the organization

to reach the ideal fatigue-related outcome(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

53

Define Roles

bull When defining roles consider each committee memberrsquos strengths and why they have been selected to be on the steering committeendash Who has the most knowledge of current FMP best

practicesndash Who can elicit the most

comprehensive feedback from driversndash Who has knowledge of training and education

principles and proceduresndash Who has knowledge of program administration

and finances

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

54

Develop Accountabilitybull Strive towards self-directed responsibility and

accountability bull Recognize and acknowledge involvement in the FMPbull Hold employees accountable for things in their controlbull Develop SMART (Specific Motivational Achievable

Relevant Trackable) goalsbull Feedback on progression toward goal accomplishmentbull ldquoFact-findrdquo not ldquofault-findrdquobull Focus on process measures instead of

outcome measures (described in Lesson 5)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

55

Develop Measures

bull Develop measures that allow employees to be held accountable

bull Process measures and not outcome measuresbull Focus on specific behaviors that can be easily defined

tracked and are related to individual and group goalsndash For group goals group performance

measures should be developedndash For individual goals personal

performance measures should be developed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

56

Develop Policies for Recognition

bull Specific behaviorsbull Participation in FMP development implementation and

evaluationbull Policies for recognition and rewards should be well

defined and easily understoodbull Achievable but motivatingbull Develop policies for both group and individual

recognitionbull Group recognition should not be contingent on an

individualrsquos failure(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

57

Awareness Education and Kick-Off

bull All employees must be aware of and educated on the purpose policies and procedures involved in the FMP

bull Awareness and education help to reduce resistance to the FMP

bull Holding a kick-off meeting(s) helps show your support and ldquobuy-inrdquo for the FMP

bull Ensure all employees fully understand the reason behind the FMP and how it works

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

58

Implement the FMP

bull After the all previous steps have been completed the FMP should be implemented

bull Keep all lines of communication open to answer any questions related to the FMP

bull Show continued support by maintaining a high profile in all meetings relating to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

59

Measure Performance

bull Continued measurement is criticalbull Measurement helps gauge the impact of

the FMP and employee acceptancebull Use predefined measures developed by the

steering committeebull Use both quantitative and qualitative

measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

60

Support the FMPbull Need to show continued support for

the FMPbull Formal and informal communication

to gather feedback regarding the FMPbull Follow through with pre-defined rules

for reward and recognitionbull Visibility and participation in all meetings related to the FMPbull Actively listen to all feedback and address issues with the

steering committee bull Post weeklymonthly charts tracking

progress of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

61

Lesson Quiz Lesson 41 How can management show FMP ldquobuy-inrdquo

A Actively participate in all meetings concerning the FMPB Avoid lip serviceC Provide positive feedback praise and recognition for all employees

involved in the FMPD All the above

2 Why is it important to conduct fatigue management bench marking

A To identify drivers that practice bad fatigue managementB To evaluate the current overall state of driver fatigueC To punish those employees that do not support fatigue managementD Build trust

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

62

Lesson Quiz Lesson 4 Continued3 Who should make up the FMP steering committee

A Only managementB Only driversC Representatives from all levels of the organization affected by the

FMPD Both management and drivers

4 What is a strategy to develop accountabilityA Develop SMART goalsB Provide feedback on progression toward goals accomplishmentC ldquoFact-findrdquo not ldquofault-findrdquoD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

63

Lesson Quiz Lesson 4 Continued

5 What kind of measures should be developedA Only individual performance measuresB Only group performance measuresC Both individual and group performance

measuresD Only outcome measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

64

Lesson 5 Performance Measures to Gauge the Efficacy of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

65

You Canrsquot Manage What You Canrsquot Measure

bull What is the current level of performancebull To know if interventions are changing behavior you have

to measure and track what it is you want to changebull Measuring behaviors allows them

to be monitored and reviewedbull Operationally define behaviors so

they can be trackedbull Measurement can be focused on the specific behavior

(process measures) or the result of the behavior (outcome measures)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

66

Process Measures

bull Measures that focus on the occurrence of specific behaviors

bull Process measures have been found to increase the occurrence of safe behaviors in transportation

bull Process measures specific to the FMPndash Follow policies and proceduresndash Policies and procedures implemented correctlyndash Information on the FMP has been conveyed ndash Subjective perceptions and opinions of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

67

Following FMP Policies and Procedures

bull FMP policies and procedures have to be followed for the program to be successful

bull Amount of time exercising per week vs medical opinion of amount of exercise needed

bull Percentage of safety meetings attendedbull The amount of fatigue feedback givenreceived in

a given time bull Percentage of time a continuous positive

airway pressure machine (CPAP) is used (if necessary)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

68

FMP Policies and Procedures Implemented Correctly

bull There are a number of specific behaviors that influence if policies and procedures are implemented correctly

bull The number of concerns addressed in the development of FMP policies and procedures

bull The number of feedback provided by employees that indicated a resistance to FMP implementation

bull The number of employees who earn FMP recognition

bull GPS tracking of trucks for miles traveled idle time engine off time on-duty hours and driving hours

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 47: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

47

Conduct Bench Marking

bull Observation of current fatigue management and fatigue-related characteristics will determine areas in need of improvement

bull Evaluate current best practices to identify proven fatigue management techniques

bull Identify best practices related to your organizationrsquos need for improvement

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

48

Management Training and Education

bull Critical for you to fully understand the concept behind the FMP before developing the FMP

bull Organizational culture change requires all employees to understand the basic principles behind change

bull Management needs training in the best practices related to the FMP in order to champion the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

49

Training Managers

bull Train managers tondash Provide supportive and corrective feedbackndash Become leaders in the FMP developmentndash Provide rewards praise andor recognition for

goal accomplishmentndash Effectively communicate about FMP-related topics

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

50

Steering Committee

bull Steering committee needs to be assembled to provide oversight and support

bull All levels of the organization included on the steering committee including a driver advisory council

bull The steering committee will serve two functionsndash Develop FMP contentndash Develop the process for implementing the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

51

Assembling the Steering Committee

bull What mission will the steering committee servebull What ground rules dictate how the steering committee

will operatebull What will be the suggested authority of the steering

committeebull What limitations are placed on the steering committeebull What are the priorities of the steering committeebull Which people are best suited to be on the steering

committee

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

52

Develop a Safety Vision

bull What is the purpose of the FMPbull How should the FMP affect the future of the

organizationbull What is the ideal outcome of the FMPbull What the current state of fatigue is

within the organizationbull What steps are needed for the organization

to reach the ideal fatigue-related outcome(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

53

Define Roles

bull When defining roles consider each committee memberrsquos strengths and why they have been selected to be on the steering committeendash Who has the most knowledge of current FMP best

practicesndash Who can elicit the most

comprehensive feedback from driversndash Who has knowledge of training and education

principles and proceduresndash Who has knowledge of program administration

and finances

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

54

Develop Accountabilitybull Strive towards self-directed responsibility and

accountability bull Recognize and acknowledge involvement in the FMPbull Hold employees accountable for things in their controlbull Develop SMART (Specific Motivational Achievable

Relevant Trackable) goalsbull Feedback on progression toward goal accomplishmentbull ldquoFact-findrdquo not ldquofault-findrdquobull Focus on process measures instead of

outcome measures (described in Lesson 5)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

55

Develop Measures

bull Develop measures that allow employees to be held accountable

bull Process measures and not outcome measuresbull Focus on specific behaviors that can be easily defined

tracked and are related to individual and group goalsndash For group goals group performance

measures should be developedndash For individual goals personal

performance measures should be developed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

56

Develop Policies for Recognition

bull Specific behaviorsbull Participation in FMP development implementation and

evaluationbull Policies for recognition and rewards should be well

defined and easily understoodbull Achievable but motivatingbull Develop policies for both group and individual

recognitionbull Group recognition should not be contingent on an

individualrsquos failure(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

57

Awareness Education and Kick-Off

bull All employees must be aware of and educated on the purpose policies and procedures involved in the FMP

bull Awareness and education help to reduce resistance to the FMP

bull Holding a kick-off meeting(s) helps show your support and ldquobuy-inrdquo for the FMP

bull Ensure all employees fully understand the reason behind the FMP and how it works

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

58

Implement the FMP

bull After the all previous steps have been completed the FMP should be implemented

bull Keep all lines of communication open to answer any questions related to the FMP

bull Show continued support by maintaining a high profile in all meetings relating to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

59

Measure Performance

bull Continued measurement is criticalbull Measurement helps gauge the impact of

the FMP and employee acceptancebull Use predefined measures developed by the

steering committeebull Use both quantitative and qualitative

measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

60

Support the FMPbull Need to show continued support for

the FMPbull Formal and informal communication

to gather feedback regarding the FMPbull Follow through with pre-defined rules

for reward and recognitionbull Visibility and participation in all meetings related to the FMPbull Actively listen to all feedback and address issues with the

steering committee bull Post weeklymonthly charts tracking

progress of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

61

Lesson Quiz Lesson 41 How can management show FMP ldquobuy-inrdquo

A Actively participate in all meetings concerning the FMPB Avoid lip serviceC Provide positive feedback praise and recognition for all employees

involved in the FMPD All the above

2 Why is it important to conduct fatigue management bench marking

A To identify drivers that practice bad fatigue managementB To evaluate the current overall state of driver fatigueC To punish those employees that do not support fatigue managementD Build trust

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

62

Lesson Quiz Lesson 4 Continued3 Who should make up the FMP steering committee

A Only managementB Only driversC Representatives from all levels of the organization affected by the

FMPD Both management and drivers

4 What is a strategy to develop accountabilityA Develop SMART goalsB Provide feedback on progression toward goals accomplishmentC ldquoFact-findrdquo not ldquofault-findrdquoD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

63

Lesson Quiz Lesson 4 Continued

5 What kind of measures should be developedA Only individual performance measuresB Only group performance measuresC Both individual and group performance

measuresD Only outcome measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

64

Lesson 5 Performance Measures to Gauge the Efficacy of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

65

You Canrsquot Manage What You Canrsquot Measure

bull What is the current level of performancebull To know if interventions are changing behavior you have

to measure and track what it is you want to changebull Measuring behaviors allows them

to be monitored and reviewedbull Operationally define behaviors so

they can be trackedbull Measurement can be focused on the specific behavior

(process measures) or the result of the behavior (outcome measures)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

66

Process Measures

bull Measures that focus on the occurrence of specific behaviors

bull Process measures have been found to increase the occurrence of safe behaviors in transportation

bull Process measures specific to the FMPndash Follow policies and proceduresndash Policies and procedures implemented correctlyndash Information on the FMP has been conveyed ndash Subjective perceptions and opinions of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

67

Following FMP Policies and Procedures

bull FMP policies and procedures have to be followed for the program to be successful

bull Amount of time exercising per week vs medical opinion of amount of exercise needed

bull Percentage of safety meetings attendedbull The amount of fatigue feedback givenreceived in

a given time bull Percentage of time a continuous positive

airway pressure machine (CPAP) is used (if necessary)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

68

FMP Policies and Procedures Implemented Correctly

bull There are a number of specific behaviors that influence if policies and procedures are implemented correctly

bull The number of concerns addressed in the development of FMP policies and procedures

bull The number of feedback provided by employees that indicated a resistance to FMP implementation

bull The number of employees who earn FMP recognition

bull GPS tracking of trucks for miles traveled idle time engine off time on-duty hours and driving hours

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 48: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

48

Management Training and Education

bull Critical for you to fully understand the concept behind the FMP before developing the FMP

bull Organizational culture change requires all employees to understand the basic principles behind change

bull Management needs training in the best practices related to the FMP in order to champion the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

49

Training Managers

bull Train managers tondash Provide supportive and corrective feedbackndash Become leaders in the FMP developmentndash Provide rewards praise andor recognition for

goal accomplishmentndash Effectively communicate about FMP-related topics

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

50

Steering Committee

bull Steering committee needs to be assembled to provide oversight and support

bull All levels of the organization included on the steering committee including a driver advisory council

bull The steering committee will serve two functionsndash Develop FMP contentndash Develop the process for implementing the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

51

Assembling the Steering Committee

bull What mission will the steering committee servebull What ground rules dictate how the steering committee

will operatebull What will be the suggested authority of the steering

committeebull What limitations are placed on the steering committeebull What are the priorities of the steering committeebull Which people are best suited to be on the steering

committee

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

52

Develop a Safety Vision

bull What is the purpose of the FMPbull How should the FMP affect the future of the

organizationbull What is the ideal outcome of the FMPbull What the current state of fatigue is

within the organizationbull What steps are needed for the organization

to reach the ideal fatigue-related outcome(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

53

Define Roles

bull When defining roles consider each committee memberrsquos strengths and why they have been selected to be on the steering committeendash Who has the most knowledge of current FMP best

practicesndash Who can elicit the most

comprehensive feedback from driversndash Who has knowledge of training and education

principles and proceduresndash Who has knowledge of program administration

and finances

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

54

Develop Accountabilitybull Strive towards self-directed responsibility and

accountability bull Recognize and acknowledge involvement in the FMPbull Hold employees accountable for things in their controlbull Develop SMART (Specific Motivational Achievable

Relevant Trackable) goalsbull Feedback on progression toward goal accomplishmentbull ldquoFact-findrdquo not ldquofault-findrdquobull Focus on process measures instead of

outcome measures (described in Lesson 5)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

55

Develop Measures

bull Develop measures that allow employees to be held accountable

bull Process measures and not outcome measuresbull Focus on specific behaviors that can be easily defined

tracked and are related to individual and group goalsndash For group goals group performance

measures should be developedndash For individual goals personal

performance measures should be developed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

56

Develop Policies for Recognition

bull Specific behaviorsbull Participation in FMP development implementation and

evaluationbull Policies for recognition and rewards should be well

defined and easily understoodbull Achievable but motivatingbull Develop policies for both group and individual

recognitionbull Group recognition should not be contingent on an

individualrsquos failure(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

57

Awareness Education and Kick-Off

bull All employees must be aware of and educated on the purpose policies and procedures involved in the FMP

bull Awareness and education help to reduce resistance to the FMP

bull Holding a kick-off meeting(s) helps show your support and ldquobuy-inrdquo for the FMP

bull Ensure all employees fully understand the reason behind the FMP and how it works

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

58

Implement the FMP

bull After the all previous steps have been completed the FMP should be implemented

bull Keep all lines of communication open to answer any questions related to the FMP

bull Show continued support by maintaining a high profile in all meetings relating to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

59

Measure Performance

bull Continued measurement is criticalbull Measurement helps gauge the impact of

the FMP and employee acceptancebull Use predefined measures developed by the

steering committeebull Use both quantitative and qualitative

measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

60

Support the FMPbull Need to show continued support for

the FMPbull Formal and informal communication

to gather feedback regarding the FMPbull Follow through with pre-defined rules

for reward and recognitionbull Visibility and participation in all meetings related to the FMPbull Actively listen to all feedback and address issues with the

steering committee bull Post weeklymonthly charts tracking

progress of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

61

Lesson Quiz Lesson 41 How can management show FMP ldquobuy-inrdquo

A Actively participate in all meetings concerning the FMPB Avoid lip serviceC Provide positive feedback praise and recognition for all employees

involved in the FMPD All the above

2 Why is it important to conduct fatigue management bench marking

A To identify drivers that practice bad fatigue managementB To evaluate the current overall state of driver fatigueC To punish those employees that do not support fatigue managementD Build trust

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

62

Lesson Quiz Lesson 4 Continued3 Who should make up the FMP steering committee

A Only managementB Only driversC Representatives from all levels of the organization affected by the

FMPD Both management and drivers

4 What is a strategy to develop accountabilityA Develop SMART goalsB Provide feedback on progression toward goals accomplishmentC ldquoFact-findrdquo not ldquofault-findrdquoD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

63

Lesson Quiz Lesson 4 Continued

5 What kind of measures should be developedA Only individual performance measuresB Only group performance measuresC Both individual and group performance

measuresD Only outcome measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

64

Lesson 5 Performance Measures to Gauge the Efficacy of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

65

You Canrsquot Manage What You Canrsquot Measure

bull What is the current level of performancebull To know if interventions are changing behavior you have

to measure and track what it is you want to changebull Measuring behaviors allows them

to be monitored and reviewedbull Operationally define behaviors so

they can be trackedbull Measurement can be focused on the specific behavior

(process measures) or the result of the behavior (outcome measures)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

66

Process Measures

bull Measures that focus on the occurrence of specific behaviors

bull Process measures have been found to increase the occurrence of safe behaviors in transportation

bull Process measures specific to the FMPndash Follow policies and proceduresndash Policies and procedures implemented correctlyndash Information on the FMP has been conveyed ndash Subjective perceptions and opinions of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

67

Following FMP Policies and Procedures

bull FMP policies and procedures have to be followed for the program to be successful

bull Amount of time exercising per week vs medical opinion of amount of exercise needed

bull Percentage of safety meetings attendedbull The amount of fatigue feedback givenreceived in

a given time bull Percentage of time a continuous positive

airway pressure machine (CPAP) is used (if necessary)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

68

FMP Policies and Procedures Implemented Correctly

bull There are a number of specific behaviors that influence if policies and procedures are implemented correctly

bull The number of concerns addressed in the development of FMP policies and procedures

bull The number of feedback provided by employees that indicated a resistance to FMP implementation

bull The number of employees who earn FMP recognition

bull GPS tracking of trucks for miles traveled idle time engine off time on-duty hours and driving hours

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 49: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

49

Training Managers

bull Train managers tondash Provide supportive and corrective feedbackndash Become leaders in the FMP developmentndash Provide rewards praise andor recognition for

goal accomplishmentndash Effectively communicate about FMP-related topics

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

50

Steering Committee

bull Steering committee needs to be assembled to provide oversight and support

bull All levels of the organization included on the steering committee including a driver advisory council

bull The steering committee will serve two functionsndash Develop FMP contentndash Develop the process for implementing the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

51

Assembling the Steering Committee

bull What mission will the steering committee servebull What ground rules dictate how the steering committee

will operatebull What will be the suggested authority of the steering

committeebull What limitations are placed on the steering committeebull What are the priorities of the steering committeebull Which people are best suited to be on the steering

committee

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

52

Develop a Safety Vision

bull What is the purpose of the FMPbull How should the FMP affect the future of the

organizationbull What is the ideal outcome of the FMPbull What the current state of fatigue is

within the organizationbull What steps are needed for the organization

to reach the ideal fatigue-related outcome(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

53

Define Roles

bull When defining roles consider each committee memberrsquos strengths and why they have been selected to be on the steering committeendash Who has the most knowledge of current FMP best

practicesndash Who can elicit the most

comprehensive feedback from driversndash Who has knowledge of training and education

principles and proceduresndash Who has knowledge of program administration

and finances

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

54

Develop Accountabilitybull Strive towards self-directed responsibility and

accountability bull Recognize and acknowledge involvement in the FMPbull Hold employees accountable for things in their controlbull Develop SMART (Specific Motivational Achievable

Relevant Trackable) goalsbull Feedback on progression toward goal accomplishmentbull ldquoFact-findrdquo not ldquofault-findrdquobull Focus on process measures instead of

outcome measures (described in Lesson 5)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

55

Develop Measures

bull Develop measures that allow employees to be held accountable

bull Process measures and not outcome measuresbull Focus on specific behaviors that can be easily defined

tracked and are related to individual and group goalsndash For group goals group performance

measures should be developedndash For individual goals personal

performance measures should be developed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

56

Develop Policies for Recognition

bull Specific behaviorsbull Participation in FMP development implementation and

evaluationbull Policies for recognition and rewards should be well

defined and easily understoodbull Achievable but motivatingbull Develop policies for both group and individual

recognitionbull Group recognition should not be contingent on an

individualrsquos failure(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

57

Awareness Education and Kick-Off

bull All employees must be aware of and educated on the purpose policies and procedures involved in the FMP

bull Awareness and education help to reduce resistance to the FMP

bull Holding a kick-off meeting(s) helps show your support and ldquobuy-inrdquo for the FMP

bull Ensure all employees fully understand the reason behind the FMP and how it works

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

58

Implement the FMP

bull After the all previous steps have been completed the FMP should be implemented

bull Keep all lines of communication open to answer any questions related to the FMP

bull Show continued support by maintaining a high profile in all meetings relating to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

59

Measure Performance

bull Continued measurement is criticalbull Measurement helps gauge the impact of

the FMP and employee acceptancebull Use predefined measures developed by the

steering committeebull Use both quantitative and qualitative

measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

60

Support the FMPbull Need to show continued support for

the FMPbull Formal and informal communication

to gather feedback regarding the FMPbull Follow through with pre-defined rules

for reward and recognitionbull Visibility and participation in all meetings related to the FMPbull Actively listen to all feedback and address issues with the

steering committee bull Post weeklymonthly charts tracking

progress of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

61

Lesson Quiz Lesson 41 How can management show FMP ldquobuy-inrdquo

A Actively participate in all meetings concerning the FMPB Avoid lip serviceC Provide positive feedback praise and recognition for all employees

involved in the FMPD All the above

2 Why is it important to conduct fatigue management bench marking

A To identify drivers that practice bad fatigue managementB To evaluate the current overall state of driver fatigueC To punish those employees that do not support fatigue managementD Build trust

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

62

Lesson Quiz Lesson 4 Continued3 Who should make up the FMP steering committee

A Only managementB Only driversC Representatives from all levels of the organization affected by the

FMPD Both management and drivers

4 What is a strategy to develop accountabilityA Develop SMART goalsB Provide feedback on progression toward goals accomplishmentC ldquoFact-findrdquo not ldquofault-findrdquoD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

63

Lesson Quiz Lesson 4 Continued

5 What kind of measures should be developedA Only individual performance measuresB Only group performance measuresC Both individual and group performance

measuresD Only outcome measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

64

Lesson 5 Performance Measures to Gauge the Efficacy of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

65

You Canrsquot Manage What You Canrsquot Measure

bull What is the current level of performancebull To know if interventions are changing behavior you have

to measure and track what it is you want to changebull Measuring behaviors allows them

to be monitored and reviewedbull Operationally define behaviors so

they can be trackedbull Measurement can be focused on the specific behavior

(process measures) or the result of the behavior (outcome measures)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

66

Process Measures

bull Measures that focus on the occurrence of specific behaviors

bull Process measures have been found to increase the occurrence of safe behaviors in transportation

bull Process measures specific to the FMPndash Follow policies and proceduresndash Policies and procedures implemented correctlyndash Information on the FMP has been conveyed ndash Subjective perceptions and opinions of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

67

Following FMP Policies and Procedures

bull FMP policies and procedures have to be followed for the program to be successful

bull Amount of time exercising per week vs medical opinion of amount of exercise needed

bull Percentage of safety meetings attendedbull The amount of fatigue feedback givenreceived in

a given time bull Percentage of time a continuous positive

airway pressure machine (CPAP) is used (if necessary)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

68

FMP Policies and Procedures Implemented Correctly

bull There are a number of specific behaviors that influence if policies and procedures are implemented correctly

bull The number of concerns addressed in the development of FMP policies and procedures

bull The number of feedback provided by employees that indicated a resistance to FMP implementation

bull The number of employees who earn FMP recognition

bull GPS tracking of trucks for miles traveled idle time engine off time on-duty hours and driving hours

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 50: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

50

Steering Committee

bull Steering committee needs to be assembled to provide oversight and support

bull All levels of the organization included on the steering committee including a driver advisory council

bull The steering committee will serve two functionsndash Develop FMP contentndash Develop the process for implementing the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

51

Assembling the Steering Committee

bull What mission will the steering committee servebull What ground rules dictate how the steering committee

will operatebull What will be the suggested authority of the steering

committeebull What limitations are placed on the steering committeebull What are the priorities of the steering committeebull Which people are best suited to be on the steering

committee

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

52

Develop a Safety Vision

bull What is the purpose of the FMPbull How should the FMP affect the future of the

organizationbull What is the ideal outcome of the FMPbull What the current state of fatigue is

within the organizationbull What steps are needed for the organization

to reach the ideal fatigue-related outcome(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

53

Define Roles

bull When defining roles consider each committee memberrsquos strengths and why they have been selected to be on the steering committeendash Who has the most knowledge of current FMP best

practicesndash Who can elicit the most

comprehensive feedback from driversndash Who has knowledge of training and education

principles and proceduresndash Who has knowledge of program administration

and finances

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

54

Develop Accountabilitybull Strive towards self-directed responsibility and

accountability bull Recognize and acknowledge involvement in the FMPbull Hold employees accountable for things in their controlbull Develop SMART (Specific Motivational Achievable

Relevant Trackable) goalsbull Feedback on progression toward goal accomplishmentbull ldquoFact-findrdquo not ldquofault-findrdquobull Focus on process measures instead of

outcome measures (described in Lesson 5)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

55

Develop Measures

bull Develop measures that allow employees to be held accountable

bull Process measures and not outcome measuresbull Focus on specific behaviors that can be easily defined

tracked and are related to individual and group goalsndash For group goals group performance

measures should be developedndash For individual goals personal

performance measures should be developed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

56

Develop Policies for Recognition

bull Specific behaviorsbull Participation in FMP development implementation and

evaluationbull Policies for recognition and rewards should be well

defined and easily understoodbull Achievable but motivatingbull Develop policies for both group and individual

recognitionbull Group recognition should not be contingent on an

individualrsquos failure(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

57

Awareness Education and Kick-Off

bull All employees must be aware of and educated on the purpose policies and procedures involved in the FMP

bull Awareness and education help to reduce resistance to the FMP

bull Holding a kick-off meeting(s) helps show your support and ldquobuy-inrdquo for the FMP

bull Ensure all employees fully understand the reason behind the FMP and how it works

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

58

Implement the FMP

bull After the all previous steps have been completed the FMP should be implemented

bull Keep all lines of communication open to answer any questions related to the FMP

bull Show continued support by maintaining a high profile in all meetings relating to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

59

Measure Performance

bull Continued measurement is criticalbull Measurement helps gauge the impact of

the FMP and employee acceptancebull Use predefined measures developed by the

steering committeebull Use both quantitative and qualitative

measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

60

Support the FMPbull Need to show continued support for

the FMPbull Formal and informal communication

to gather feedback regarding the FMPbull Follow through with pre-defined rules

for reward and recognitionbull Visibility and participation in all meetings related to the FMPbull Actively listen to all feedback and address issues with the

steering committee bull Post weeklymonthly charts tracking

progress of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

61

Lesson Quiz Lesson 41 How can management show FMP ldquobuy-inrdquo

A Actively participate in all meetings concerning the FMPB Avoid lip serviceC Provide positive feedback praise and recognition for all employees

involved in the FMPD All the above

2 Why is it important to conduct fatigue management bench marking

A To identify drivers that practice bad fatigue managementB To evaluate the current overall state of driver fatigueC To punish those employees that do not support fatigue managementD Build trust

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

62

Lesson Quiz Lesson 4 Continued3 Who should make up the FMP steering committee

A Only managementB Only driversC Representatives from all levels of the organization affected by the

FMPD Both management and drivers

4 What is a strategy to develop accountabilityA Develop SMART goalsB Provide feedback on progression toward goals accomplishmentC ldquoFact-findrdquo not ldquofault-findrdquoD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

63

Lesson Quiz Lesson 4 Continued

5 What kind of measures should be developedA Only individual performance measuresB Only group performance measuresC Both individual and group performance

measuresD Only outcome measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

64

Lesson 5 Performance Measures to Gauge the Efficacy of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

65

You Canrsquot Manage What You Canrsquot Measure

bull What is the current level of performancebull To know if interventions are changing behavior you have

to measure and track what it is you want to changebull Measuring behaviors allows them

to be monitored and reviewedbull Operationally define behaviors so

they can be trackedbull Measurement can be focused on the specific behavior

(process measures) or the result of the behavior (outcome measures)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

66

Process Measures

bull Measures that focus on the occurrence of specific behaviors

bull Process measures have been found to increase the occurrence of safe behaviors in transportation

bull Process measures specific to the FMPndash Follow policies and proceduresndash Policies and procedures implemented correctlyndash Information on the FMP has been conveyed ndash Subjective perceptions and opinions of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

67

Following FMP Policies and Procedures

bull FMP policies and procedures have to be followed for the program to be successful

bull Amount of time exercising per week vs medical opinion of amount of exercise needed

bull Percentage of safety meetings attendedbull The amount of fatigue feedback givenreceived in

a given time bull Percentage of time a continuous positive

airway pressure machine (CPAP) is used (if necessary)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

68

FMP Policies and Procedures Implemented Correctly

bull There are a number of specific behaviors that influence if policies and procedures are implemented correctly

bull The number of concerns addressed in the development of FMP policies and procedures

bull The number of feedback provided by employees that indicated a resistance to FMP implementation

bull The number of employees who earn FMP recognition

bull GPS tracking of trucks for miles traveled idle time engine off time on-duty hours and driving hours

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 51: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

51

Assembling the Steering Committee

bull What mission will the steering committee servebull What ground rules dictate how the steering committee

will operatebull What will be the suggested authority of the steering

committeebull What limitations are placed on the steering committeebull What are the priorities of the steering committeebull Which people are best suited to be on the steering

committee

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

52

Develop a Safety Vision

bull What is the purpose of the FMPbull How should the FMP affect the future of the

organizationbull What is the ideal outcome of the FMPbull What the current state of fatigue is

within the organizationbull What steps are needed for the organization

to reach the ideal fatigue-related outcome(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

53

Define Roles

bull When defining roles consider each committee memberrsquos strengths and why they have been selected to be on the steering committeendash Who has the most knowledge of current FMP best

practicesndash Who can elicit the most

comprehensive feedback from driversndash Who has knowledge of training and education

principles and proceduresndash Who has knowledge of program administration

and finances

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

54

Develop Accountabilitybull Strive towards self-directed responsibility and

accountability bull Recognize and acknowledge involvement in the FMPbull Hold employees accountable for things in their controlbull Develop SMART (Specific Motivational Achievable

Relevant Trackable) goalsbull Feedback on progression toward goal accomplishmentbull ldquoFact-findrdquo not ldquofault-findrdquobull Focus on process measures instead of

outcome measures (described in Lesson 5)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

55

Develop Measures

bull Develop measures that allow employees to be held accountable

bull Process measures and not outcome measuresbull Focus on specific behaviors that can be easily defined

tracked and are related to individual and group goalsndash For group goals group performance

measures should be developedndash For individual goals personal

performance measures should be developed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

56

Develop Policies for Recognition

bull Specific behaviorsbull Participation in FMP development implementation and

evaluationbull Policies for recognition and rewards should be well

defined and easily understoodbull Achievable but motivatingbull Develop policies for both group and individual

recognitionbull Group recognition should not be contingent on an

individualrsquos failure(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

57

Awareness Education and Kick-Off

bull All employees must be aware of and educated on the purpose policies and procedures involved in the FMP

bull Awareness and education help to reduce resistance to the FMP

bull Holding a kick-off meeting(s) helps show your support and ldquobuy-inrdquo for the FMP

bull Ensure all employees fully understand the reason behind the FMP and how it works

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

58

Implement the FMP

bull After the all previous steps have been completed the FMP should be implemented

bull Keep all lines of communication open to answer any questions related to the FMP

bull Show continued support by maintaining a high profile in all meetings relating to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

59

Measure Performance

bull Continued measurement is criticalbull Measurement helps gauge the impact of

the FMP and employee acceptancebull Use predefined measures developed by the

steering committeebull Use both quantitative and qualitative

measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

60

Support the FMPbull Need to show continued support for

the FMPbull Formal and informal communication

to gather feedback regarding the FMPbull Follow through with pre-defined rules

for reward and recognitionbull Visibility and participation in all meetings related to the FMPbull Actively listen to all feedback and address issues with the

steering committee bull Post weeklymonthly charts tracking

progress of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

61

Lesson Quiz Lesson 41 How can management show FMP ldquobuy-inrdquo

A Actively participate in all meetings concerning the FMPB Avoid lip serviceC Provide positive feedback praise and recognition for all employees

involved in the FMPD All the above

2 Why is it important to conduct fatigue management bench marking

A To identify drivers that practice bad fatigue managementB To evaluate the current overall state of driver fatigueC To punish those employees that do not support fatigue managementD Build trust

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

62

Lesson Quiz Lesson 4 Continued3 Who should make up the FMP steering committee

A Only managementB Only driversC Representatives from all levels of the organization affected by the

FMPD Both management and drivers

4 What is a strategy to develop accountabilityA Develop SMART goalsB Provide feedback on progression toward goals accomplishmentC ldquoFact-findrdquo not ldquofault-findrdquoD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

63

Lesson Quiz Lesson 4 Continued

5 What kind of measures should be developedA Only individual performance measuresB Only group performance measuresC Both individual and group performance

measuresD Only outcome measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

64

Lesson 5 Performance Measures to Gauge the Efficacy of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

65

You Canrsquot Manage What You Canrsquot Measure

bull What is the current level of performancebull To know if interventions are changing behavior you have

to measure and track what it is you want to changebull Measuring behaviors allows them

to be monitored and reviewedbull Operationally define behaviors so

they can be trackedbull Measurement can be focused on the specific behavior

(process measures) or the result of the behavior (outcome measures)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

66

Process Measures

bull Measures that focus on the occurrence of specific behaviors

bull Process measures have been found to increase the occurrence of safe behaviors in transportation

bull Process measures specific to the FMPndash Follow policies and proceduresndash Policies and procedures implemented correctlyndash Information on the FMP has been conveyed ndash Subjective perceptions and opinions of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

67

Following FMP Policies and Procedures

bull FMP policies and procedures have to be followed for the program to be successful

bull Amount of time exercising per week vs medical opinion of amount of exercise needed

bull Percentage of safety meetings attendedbull The amount of fatigue feedback givenreceived in

a given time bull Percentage of time a continuous positive

airway pressure machine (CPAP) is used (if necessary)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

68

FMP Policies and Procedures Implemented Correctly

bull There are a number of specific behaviors that influence if policies and procedures are implemented correctly

bull The number of concerns addressed in the development of FMP policies and procedures

bull The number of feedback provided by employees that indicated a resistance to FMP implementation

bull The number of employees who earn FMP recognition

bull GPS tracking of trucks for miles traveled idle time engine off time on-duty hours and driving hours

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 52: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

52

Develop a Safety Vision

bull What is the purpose of the FMPbull How should the FMP affect the future of the

organizationbull What is the ideal outcome of the FMPbull What the current state of fatigue is

within the organizationbull What steps are needed for the organization

to reach the ideal fatigue-related outcome(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

53

Define Roles

bull When defining roles consider each committee memberrsquos strengths and why they have been selected to be on the steering committeendash Who has the most knowledge of current FMP best

practicesndash Who can elicit the most

comprehensive feedback from driversndash Who has knowledge of training and education

principles and proceduresndash Who has knowledge of program administration

and finances

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

54

Develop Accountabilitybull Strive towards self-directed responsibility and

accountability bull Recognize and acknowledge involvement in the FMPbull Hold employees accountable for things in their controlbull Develop SMART (Specific Motivational Achievable

Relevant Trackable) goalsbull Feedback on progression toward goal accomplishmentbull ldquoFact-findrdquo not ldquofault-findrdquobull Focus on process measures instead of

outcome measures (described in Lesson 5)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

55

Develop Measures

bull Develop measures that allow employees to be held accountable

bull Process measures and not outcome measuresbull Focus on specific behaviors that can be easily defined

tracked and are related to individual and group goalsndash For group goals group performance

measures should be developedndash For individual goals personal

performance measures should be developed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

56

Develop Policies for Recognition

bull Specific behaviorsbull Participation in FMP development implementation and

evaluationbull Policies for recognition and rewards should be well

defined and easily understoodbull Achievable but motivatingbull Develop policies for both group and individual

recognitionbull Group recognition should not be contingent on an

individualrsquos failure(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

57

Awareness Education and Kick-Off

bull All employees must be aware of and educated on the purpose policies and procedures involved in the FMP

bull Awareness and education help to reduce resistance to the FMP

bull Holding a kick-off meeting(s) helps show your support and ldquobuy-inrdquo for the FMP

bull Ensure all employees fully understand the reason behind the FMP and how it works

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

58

Implement the FMP

bull After the all previous steps have been completed the FMP should be implemented

bull Keep all lines of communication open to answer any questions related to the FMP

bull Show continued support by maintaining a high profile in all meetings relating to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

59

Measure Performance

bull Continued measurement is criticalbull Measurement helps gauge the impact of

the FMP and employee acceptancebull Use predefined measures developed by the

steering committeebull Use both quantitative and qualitative

measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

60

Support the FMPbull Need to show continued support for

the FMPbull Formal and informal communication

to gather feedback regarding the FMPbull Follow through with pre-defined rules

for reward and recognitionbull Visibility and participation in all meetings related to the FMPbull Actively listen to all feedback and address issues with the

steering committee bull Post weeklymonthly charts tracking

progress of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

61

Lesson Quiz Lesson 41 How can management show FMP ldquobuy-inrdquo

A Actively participate in all meetings concerning the FMPB Avoid lip serviceC Provide positive feedback praise and recognition for all employees

involved in the FMPD All the above

2 Why is it important to conduct fatigue management bench marking

A To identify drivers that practice bad fatigue managementB To evaluate the current overall state of driver fatigueC To punish those employees that do not support fatigue managementD Build trust

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

62

Lesson Quiz Lesson 4 Continued3 Who should make up the FMP steering committee

A Only managementB Only driversC Representatives from all levels of the organization affected by the

FMPD Both management and drivers

4 What is a strategy to develop accountabilityA Develop SMART goalsB Provide feedback on progression toward goals accomplishmentC ldquoFact-findrdquo not ldquofault-findrdquoD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

63

Lesson Quiz Lesson 4 Continued

5 What kind of measures should be developedA Only individual performance measuresB Only group performance measuresC Both individual and group performance

measuresD Only outcome measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

64

Lesson 5 Performance Measures to Gauge the Efficacy of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

65

You Canrsquot Manage What You Canrsquot Measure

bull What is the current level of performancebull To know if interventions are changing behavior you have

to measure and track what it is you want to changebull Measuring behaviors allows them

to be monitored and reviewedbull Operationally define behaviors so

they can be trackedbull Measurement can be focused on the specific behavior

(process measures) or the result of the behavior (outcome measures)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

66

Process Measures

bull Measures that focus on the occurrence of specific behaviors

bull Process measures have been found to increase the occurrence of safe behaviors in transportation

bull Process measures specific to the FMPndash Follow policies and proceduresndash Policies and procedures implemented correctlyndash Information on the FMP has been conveyed ndash Subjective perceptions and opinions of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

67

Following FMP Policies and Procedures

bull FMP policies and procedures have to be followed for the program to be successful

bull Amount of time exercising per week vs medical opinion of amount of exercise needed

bull Percentage of safety meetings attendedbull The amount of fatigue feedback givenreceived in

a given time bull Percentage of time a continuous positive

airway pressure machine (CPAP) is used (if necessary)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

68

FMP Policies and Procedures Implemented Correctly

bull There are a number of specific behaviors that influence if policies and procedures are implemented correctly

bull The number of concerns addressed in the development of FMP policies and procedures

bull The number of feedback provided by employees that indicated a resistance to FMP implementation

bull The number of employees who earn FMP recognition

bull GPS tracking of trucks for miles traveled idle time engine off time on-duty hours and driving hours

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 53: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

53

Define Roles

bull When defining roles consider each committee memberrsquos strengths and why they have been selected to be on the steering committeendash Who has the most knowledge of current FMP best

practicesndash Who can elicit the most

comprehensive feedback from driversndash Who has knowledge of training and education

principles and proceduresndash Who has knowledge of program administration

and finances

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

54

Develop Accountabilitybull Strive towards self-directed responsibility and

accountability bull Recognize and acknowledge involvement in the FMPbull Hold employees accountable for things in their controlbull Develop SMART (Specific Motivational Achievable

Relevant Trackable) goalsbull Feedback on progression toward goal accomplishmentbull ldquoFact-findrdquo not ldquofault-findrdquobull Focus on process measures instead of

outcome measures (described in Lesson 5)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

55

Develop Measures

bull Develop measures that allow employees to be held accountable

bull Process measures and not outcome measuresbull Focus on specific behaviors that can be easily defined

tracked and are related to individual and group goalsndash For group goals group performance

measures should be developedndash For individual goals personal

performance measures should be developed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

56

Develop Policies for Recognition

bull Specific behaviorsbull Participation in FMP development implementation and

evaluationbull Policies for recognition and rewards should be well

defined and easily understoodbull Achievable but motivatingbull Develop policies for both group and individual

recognitionbull Group recognition should not be contingent on an

individualrsquos failure(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

57

Awareness Education and Kick-Off

bull All employees must be aware of and educated on the purpose policies and procedures involved in the FMP

bull Awareness and education help to reduce resistance to the FMP

bull Holding a kick-off meeting(s) helps show your support and ldquobuy-inrdquo for the FMP

bull Ensure all employees fully understand the reason behind the FMP and how it works

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

58

Implement the FMP

bull After the all previous steps have been completed the FMP should be implemented

bull Keep all lines of communication open to answer any questions related to the FMP

bull Show continued support by maintaining a high profile in all meetings relating to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

59

Measure Performance

bull Continued measurement is criticalbull Measurement helps gauge the impact of

the FMP and employee acceptancebull Use predefined measures developed by the

steering committeebull Use both quantitative and qualitative

measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

60

Support the FMPbull Need to show continued support for

the FMPbull Formal and informal communication

to gather feedback regarding the FMPbull Follow through with pre-defined rules

for reward and recognitionbull Visibility and participation in all meetings related to the FMPbull Actively listen to all feedback and address issues with the

steering committee bull Post weeklymonthly charts tracking

progress of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

61

Lesson Quiz Lesson 41 How can management show FMP ldquobuy-inrdquo

A Actively participate in all meetings concerning the FMPB Avoid lip serviceC Provide positive feedback praise and recognition for all employees

involved in the FMPD All the above

2 Why is it important to conduct fatigue management bench marking

A To identify drivers that practice bad fatigue managementB To evaluate the current overall state of driver fatigueC To punish those employees that do not support fatigue managementD Build trust

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

62

Lesson Quiz Lesson 4 Continued3 Who should make up the FMP steering committee

A Only managementB Only driversC Representatives from all levels of the organization affected by the

FMPD Both management and drivers

4 What is a strategy to develop accountabilityA Develop SMART goalsB Provide feedback on progression toward goals accomplishmentC ldquoFact-findrdquo not ldquofault-findrdquoD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

63

Lesson Quiz Lesson 4 Continued

5 What kind of measures should be developedA Only individual performance measuresB Only group performance measuresC Both individual and group performance

measuresD Only outcome measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

64

Lesson 5 Performance Measures to Gauge the Efficacy of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

65

You Canrsquot Manage What You Canrsquot Measure

bull What is the current level of performancebull To know if interventions are changing behavior you have

to measure and track what it is you want to changebull Measuring behaviors allows them

to be monitored and reviewedbull Operationally define behaviors so

they can be trackedbull Measurement can be focused on the specific behavior

(process measures) or the result of the behavior (outcome measures)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

66

Process Measures

bull Measures that focus on the occurrence of specific behaviors

bull Process measures have been found to increase the occurrence of safe behaviors in transportation

bull Process measures specific to the FMPndash Follow policies and proceduresndash Policies and procedures implemented correctlyndash Information on the FMP has been conveyed ndash Subjective perceptions and opinions of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

67

Following FMP Policies and Procedures

bull FMP policies and procedures have to be followed for the program to be successful

bull Amount of time exercising per week vs medical opinion of amount of exercise needed

bull Percentage of safety meetings attendedbull The amount of fatigue feedback givenreceived in

a given time bull Percentage of time a continuous positive

airway pressure machine (CPAP) is used (if necessary)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

68

FMP Policies and Procedures Implemented Correctly

bull There are a number of specific behaviors that influence if policies and procedures are implemented correctly

bull The number of concerns addressed in the development of FMP policies and procedures

bull The number of feedback provided by employees that indicated a resistance to FMP implementation

bull The number of employees who earn FMP recognition

bull GPS tracking of trucks for miles traveled idle time engine off time on-duty hours and driving hours

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 54: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

54

Develop Accountabilitybull Strive towards self-directed responsibility and

accountability bull Recognize and acknowledge involvement in the FMPbull Hold employees accountable for things in their controlbull Develop SMART (Specific Motivational Achievable

Relevant Trackable) goalsbull Feedback on progression toward goal accomplishmentbull ldquoFact-findrdquo not ldquofault-findrdquobull Focus on process measures instead of

outcome measures (described in Lesson 5)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

55

Develop Measures

bull Develop measures that allow employees to be held accountable

bull Process measures and not outcome measuresbull Focus on specific behaviors that can be easily defined

tracked and are related to individual and group goalsndash For group goals group performance

measures should be developedndash For individual goals personal

performance measures should be developed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

56

Develop Policies for Recognition

bull Specific behaviorsbull Participation in FMP development implementation and

evaluationbull Policies for recognition and rewards should be well

defined and easily understoodbull Achievable but motivatingbull Develop policies for both group and individual

recognitionbull Group recognition should not be contingent on an

individualrsquos failure(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

57

Awareness Education and Kick-Off

bull All employees must be aware of and educated on the purpose policies and procedures involved in the FMP

bull Awareness and education help to reduce resistance to the FMP

bull Holding a kick-off meeting(s) helps show your support and ldquobuy-inrdquo for the FMP

bull Ensure all employees fully understand the reason behind the FMP and how it works

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

58

Implement the FMP

bull After the all previous steps have been completed the FMP should be implemented

bull Keep all lines of communication open to answer any questions related to the FMP

bull Show continued support by maintaining a high profile in all meetings relating to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

59

Measure Performance

bull Continued measurement is criticalbull Measurement helps gauge the impact of

the FMP and employee acceptancebull Use predefined measures developed by the

steering committeebull Use both quantitative and qualitative

measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

60

Support the FMPbull Need to show continued support for

the FMPbull Formal and informal communication

to gather feedback regarding the FMPbull Follow through with pre-defined rules

for reward and recognitionbull Visibility and participation in all meetings related to the FMPbull Actively listen to all feedback and address issues with the

steering committee bull Post weeklymonthly charts tracking

progress of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

61

Lesson Quiz Lesson 41 How can management show FMP ldquobuy-inrdquo

A Actively participate in all meetings concerning the FMPB Avoid lip serviceC Provide positive feedback praise and recognition for all employees

involved in the FMPD All the above

2 Why is it important to conduct fatigue management bench marking

A To identify drivers that practice bad fatigue managementB To evaluate the current overall state of driver fatigueC To punish those employees that do not support fatigue managementD Build trust

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

62

Lesson Quiz Lesson 4 Continued3 Who should make up the FMP steering committee

A Only managementB Only driversC Representatives from all levels of the organization affected by the

FMPD Both management and drivers

4 What is a strategy to develop accountabilityA Develop SMART goalsB Provide feedback on progression toward goals accomplishmentC ldquoFact-findrdquo not ldquofault-findrdquoD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

63

Lesson Quiz Lesson 4 Continued

5 What kind of measures should be developedA Only individual performance measuresB Only group performance measuresC Both individual and group performance

measuresD Only outcome measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

64

Lesson 5 Performance Measures to Gauge the Efficacy of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

65

You Canrsquot Manage What You Canrsquot Measure

bull What is the current level of performancebull To know if interventions are changing behavior you have

to measure and track what it is you want to changebull Measuring behaviors allows them

to be monitored and reviewedbull Operationally define behaviors so

they can be trackedbull Measurement can be focused on the specific behavior

(process measures) or the result of the behavior (outcome measures)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

66

Process Measures

bull Measures that focus on the occurrence of specific behaviors

bull Process measures have been found to increase the occurrence of safe behaviors in transportation

bull Process measures specific to the FMPndash Follow policies and proceduresndash Policies and procedures implemented correctlyndash Information on the FMP has been conveyed ndash Subjective perceptions and opinions of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

67

Following FMP Policies and Procedures

bull FMP policies and procedures have to be followed for the program to be successful

bull Amount of time exercising per week vs medical opinion of amount of exercise needed

bull Percentage of safety meetings attendedbull The amount of fatigue feedback givenreceived in

a given time bull Percentage of time a continuous positive

airway pressure machine (CPAP) is used (if necessary)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

68

FMP Policies and Procedures Implemented Correctly

bull There are a number of specific behaviors that influence if policies and procedures are implemented correctly

bull The number of concerns addressed in the development of FMP policies and procedures

bull The number of feedback provided by employees that indicated a resistance to FMP implementation

bull The number of employees who earn FMP recognition

bull GPS tracking of trucks for miles traveled idle time engine off time on-duty hours and driving hours

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 55: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

55

Develop Measures

bull Develop measures that allow employees to be held accountable

bull Process measures and not outcome measuresbull Focus on specific behaviors that can be easily defined

tracked and are related to individual and group goalsndash For group goals group performance

measures should be developedndash For individual goals personal

performance measures should be developed

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

56

Develop Policies for Recognition

bull Specific behaviorsbull Participation in FMP development implementation and

evaluationbull Policies for recognition and rewards should be well

defined and easily understoodbull Achievable but motivatingbull Develop policies for both group and individual

recognitionbull Group recognition should not be contingent on an

individualrsquos failure(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

57

Awareness Education and Kick-Off

bull All employees must be aware of and educated on the purpose policies and procedures involved in the FMP

bull Awareness and education help to reduce resistance to the FMP

bull Holding a kick-off meeting(s) helps show your support and ldquobuy-inrdquo for the FMP

bull Ensure all employees fully understand the reason behind the FMP and how it works

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

58

Implement the FMP

bull After the all previous steps have been completed the FMP should be implemented

bull Keep all lines of communication open to answer any questions related to the FMP

bull Show continued support by maintaining a high profile in all meetings relating to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

59

Measure Performance

bull Continued measurement is criticalbull Measurement helps gauge the impact of

the FMP and employee acceptancebull Use predefined measures developed by the

steering committeebull Use both quantitative and qualitative

measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

60

Support the FMPbull Need to show continued support for

the FMPbull Formal and informal communication

to gather feedback regarding the FMPbull Follow through with pre-defined rules

for reward and recognitionbull Visibility and participation in all meetings related to the FMPbull Actively listen to all feedback and address issues with the

steering committee bull Post weeklymonthly charts tracking

progress of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

61

Lesson Quiz Lesson 41 How can management show FMP ldquobuy-inrdquo

A Actively participate in all meetings concerning the FMPB Avoid lip serviceC Provide positive feedback praise and recognition for all employees

involved in the FMPD All the above

2 Why is it important to conduct fatigue management bench marking

A To identify drivers that practice bad fatigue managementB To evaluate the current overall state of driver fatigueC To punish those employees that do not support fatigue managementD Build trust

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

62

Lesson Quiz Lesson 4 Continued3 Who should make up the FMP steering committee

A Only managementB Only driversC Representatives from all levels of the organization affected by the

FMPD Both management and drivers

4 What is a strategy to develop accountabilityA Develop SMART goalsB Provide feedback on progression toward goals accomplishmentC ldquoFact-findrdquo not ldquofault-findrdquoD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

63

Lesson Quiz Lesson 4 Continued

5 What kind of measures should be developedA Only individual performance measuresB Only group performance measuresC Both individual and group performance

measuresD Only outcome measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

64

Lesson 5 Performance Measures to Gauge the Efficacy of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

65

You Canrsquot Manage What You Canrsquot Measure

bull What is the current level of performancebull To know if interventions are changing behavior you have

to measure and track what it is you want to changebull Measuring behaviors allows them

to be monitored and reviewedbull Operationally define behaviors so

they can be trackedbull Measurement can be focused on the specific behavior

(process measures) or the result of the behavior (outcome measures)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

66

Process Measures

bull Measures that focus on the occurrence of specific behaviors

bull Process measures have been found to increase the occurrence of safe behaviors in transportation

bull Process measures specific to the FMPndash Follow policies and proceduresndash Policies and procedures implemented correctlyndash Information on the FMP has been conveyed ndash Subjective perceptions and opinions of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

67

Following FMP Policies and Procedures

bull FMP policies and procedures have to be followed for the program to be successful

bull Amount of time exercising per week vs medical opinion of amount of exercise needed

bull Percentage of safety meetings attendedbull The amount of fatigue feedback givenreceived in

a given time bull Percentage of time a continuous positive

airway pressure machine (CPAP) is used (if necessary)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

68

FMP Policies and Procedures Implemented Correctly

bull There are a number of specific behaviors that influence if policies and procedures are implemented correctly

bull The number of concerns addressed in the development of FMP policies and procedures

bull The number of feedback provided by employees that indicated a resistance to FMP implementation

bull The number of employees who earn FMP recognition

bull GPS tracking of trucks for miles traveled idle time engine off time on-duty hours and driving hours

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 56: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

56

Develop Policies for Recognition

bull Specific behaviorsbull Participation in FMP development implementation and

evaluationbull Policies for recognition and rewards should be well

defined and easily understoodbull Achievable but motivatingbull Develop policies for both group and individual

recognitionbull Group recognition should not be contingent on an

individualrsquos failure(s)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

57

Awareness Education and Kick-Off

bull All employees must be aware of and educated on the purpose policies and procedures involved in the FMP

bull Awareness and education help to reduce resistance to the FMP

bull Holding a kick-off meeting(s) helps show your support and ldquobuy-inrdquo for the FMP

bull Ensure all employees fully understand the reason behind the FMP and how it works

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

58

Implement the FMP

bull After the all previous steps have been completed the FMP should be implemented

bull Keep all lines of communication open to answer any questions related to the FMP

bull Show continued support by maintaining a high profile in all meetings relating to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

59

Measure Performance

bull Continued measurement is criticalbull Measurement helps gauge the impact of

the FMP and employee acceptancebull Use predefined measures developed by the

steering committeebull Use both quantitative and qualitative

measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

60

Support the FMPbull Need to show continued support for

the FMPbull Formal and informal communication

to gather feedback regarding the FMPbull Follow through with pre-defined rules

for reward and recognitionbull Visibility and participation in all meetings related to the FMPbull Actively listen to all feedback and address issues with the

steering committee bull Post weeklymonthly charts tracking

progress of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

61

Lesson Quiz Lesson 41 How can management show FMP ldquobuy-inrdquo

A Actively participate in all meetings concerning the FMPB Avoid lip serviceC Provide positive feedback praise and recognition for all employees

involved in the FMPD All the above

2 Why is it important to conduct fatigue management bench marking

A To identify drivers that practice bad fatigue managementB To evaluate the current overall state of driver fatigueC To punish those employees that do not support fatigue managementD Build trust

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

62

Lesson Quiz Lesson 4 Continued3 Who should make up the FMP steering committee

A Only managementB Only driversC Representatives from all levels of the organization affected by the

FMPD Both management and drivers

4 What is a strategy to develop accountabilityA Develop SMART goalsB Provide feedback on progression toward goals accomplishmentC ldquoFact-findrdquo not ldquofault-findrdquoD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

63

Lesson Quiz Lesson 4 Continued

5 What kind of measures should be developedA Only individual performance measuresB Only group performance measuresC Both individual and group performance

measuresD Only outcome measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

64

Lesson 5 Performance Measures to Gauge the Efficacy of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

65

You Canrsquot Manage What You Canrsquot Measure

bull What is the current level of performancebull To know if interventions are changing behavior you have

to measure and track what it is you want to changebull Measuring behaviors allows them

to be monitored and reviewedbull Operationally define behaviors so

they can be trackedbull Measurement can be focused on the specific behavior

(process measures) or the result of the behavior (outcome measures)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

66

Process Measures

bull Measures that focus on the occurrence of specific behaviors

bull Process measures have been found to increase the occurrence of safe behaviors in transportation

bull Process measures specific to the FMPndash Follow policies and proceduresndash Policies and procedures implemented correctlyndash Information on the FMP has been conveyed ndash Subjective perceptions and opinions of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

67

Following FMP Policies and Procedures

bull FMP policies and procedures have to be followed for the program to be successful

bull Amount of time exercising per week vs medical opinion of amount of exercise needed

bull Percentage of safety meetings attendedbull The amount of fatigue feedback givenreceived in

a given time bull Percentage of time a continuous positive

airway pressure machine (CPAP) is used (if necessary)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

68

FMP Policies and Procedures Implemented Correctly

bull There are a number of specific behaviors that influence if policies and procedures are implemented correctly

bull The number of concerns addressed in the development of FMP policies and procedures

bull The number of feedback provided by employees that indicated a resistance to FMP implementation

bull The number of employees who earn FMP recognition

bull GPS tracking of trucks for miles traveled idle time engine off time on-duty hours and driving hours

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 57: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

57

Awareness Education and Kick-Off

bull All employees must be aware of and educated on the purpose policies and procedures involved in the FMP

bull Awareness and education help to reduce resistance to the FMP

bull Holding a kick-off meeting(s) helps show your support and ldquobuy-inrdquo for the FMP

bull Ensure all employees fully understand the reason behind the FMP and how it works

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

58

Implement the FMP

bull After the all previous steps have been completed the FMP should be implemented

bull Keep all lines of communication open to answer any questions related to the FMP

bull Show continued support by maintaining a high profile in all meetings relating to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

59

Measure Performance

bull Continued measurement is criticalbull Measurement helps gauge the impact of

the FMP and employee acceptancebull Use predefined measures developed by the

steering committeebull Use both quantitative and qualitative

measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

60

Support the FMPbull Need to show continued support for

the FMPbull Formal and informal communication

to gather feedback regarding the FMPbull Follow through with pre-defined rules

for reward and recognitionbull Visibility and participation in all meetings related to the FMPbull Actively listen to all feedback and address issues with the

steering committee bull Post weeklymonthly charts tracking

progress of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

61

Lesson Quiz Lesson 41 How can management show FMP ldquobuy-inrdquo

A Actively participate in all meetings concerning the FMPB Avoid lip serviceC Provide positive feedback praise and recognition for all employees

involved in the FMPD All the above

2 Why is it important to conduct fatigue management bench marking

A To identify drivers that practice bad fatigue managementB To evaluate the current overall state of driver fatigueC To punish those employees that do not support fatigue managementD Build trust

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

62

Lesson Quiz Lesson 4 Continued3 Who should make up the FMP steering committee

A Only managementB Only driversC Representatives from all levels of the organization affected by the

FMPD Both management and drivers

4 What is a strategy to develop accountabilityA Develop SMART goalsB Provide feedback on progression toward goals accomplishmentC ldquoFact-findrdquo not ldquofault-findrdquoD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

63

Lesson Quiz Lesson 4 Continued

5 What kind of measures should be developedA Only individual performance measuresB Only group performance measuresC Both individual and group performance

measuresD Only outcome measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

64

Lesson 5 Performance Measures to Gauge the Efficacy of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

65

You Canrsquot Manage What You Canrsquot Measure

bull What is the current level of performancebull To know if interventions are changing behavior you have

to measure and track what it is you want to changebull Measuring behaviors allows them

to be monitored and reviewedbull Operationally define behaviors so

they can be trackedbull Measurement can be focused on the specific behavior

(process measures) or the result of the behavior (outcome measures)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

66

Process Measures

bull Measures that focus on the occurrence of specific behaviors

bull Process measures have been found to increase the occurrence of safe behaviors in transportation

bull Process measures specific to the FMPndash Follow policies and proceduresndash Policies and procedures implemented correctlyndash Information on the FMP has been conveyed ndash Subjective perceptions and opinions of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

67

Following FMP Policies and Procedures

bull FMP policies and procedures have to be followed for the program to be successful

bull Amount of time exercising per week vs medical opinion of amount of exercise needed

bull Percentage of safety meetings attendedbull The amount of fatigue feedback givenreceived in

a given time bull Percentage of time a continuous positive

airway pressure machine (CPAP) is used (if necessary)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

68

FMP Policies and Procedures Implemented Correctly

bull There are a number of specific behaviors that influence if policies and procedures are implemented correctly

bull The number of concerns addressed in the development of FMP policies and procedures

bull The number of feedback provided by employees that indicated a resistance to FMP implementation

bull The number of employees who earn FMP recognition

bull GPS tracking of trucks for miles traveled idle time engine off time on-duty hours and driving hours

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 58: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

58

Implement the FMP

bull After the all previous steps have been completed the FMP should be implemented

bull Keep all lines of communication open to answer any questions related to the FMP

bull Show continued support by maintaining a high profile in all meetings relating to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

59

Measure Performance

bull Continued measurement is criticalbull Measurement helps gauge the impact of

the FMP and employee acceptancebull Use predefined measures developed by the

steering committeebull Use both quantitative and qualitative

measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

60

Support the FMPbull Need to show continued support for

the FMPbull Formal and informal communication

to gather feedback regarding the FMPbull Follow through with pre-defined rules

for reward and recognitionbull Visibility and participation in all meetings related to the FMPbull Actively listen to all feedback and address issues with the

steering committee bull Post weeklymonthly charts tracking

progress of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

61

Lesson Quiz Lesson 41 How can management show FMP ldquobuy-inrdquo

A Actively participate in all meetings concerning the FMPB Avoid lip serviceC Provide positive feedback praise and recognition for all employees

involved in the FMPD All the above

2 Why is it important to conduct fatigue management bench marking

A To identify drivers that practice bad fatigue managementB To evaluate the current overall state of driver fatigueC To punish those employees that do not support fatigue managementD Build trust

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

62

Lesson Quiz Lesson 4 Continued3 Who should make up the FMP steering committee

A Only managementB Only driversC Representatives from all levels of the organization affected by the

FMPD Both management and drivers

4 What is a strategy to develop accountabilityA Develop SMART goalsB Provide feedback on progression toward goals accomplishmentC ldquoFact-findrdquo not ldquofault-findrdquoD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

63

Lesson Quiz Lesson 4 Continued

5 What kind of measures should be developedA Only individual performance measuresB Only group performance measuresC Both individual and group performance

measuresD Only outcome measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

64

Lesson 5 Performance Measures to Gauge the Efficacy of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

65

You Canrsquot Manage What You Canrsquot Measure

bull What is the current level of performancebull To know if interventions are changing behavior you have

to measure and track what it is you want to changebull Measuring behaviors allows them

to be monitored and reviewedbull Operationally define behaviors so

they can be trackedbull Measurement can be focused on the specific behavior

(process measures) or the result of the behavior (outcome measures)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

66

Process Measures

bull Measures that focus on the occurrence of specific behaviors

bull Process measures have been found to increase the occurrence of safe behaviors in transportation

bull Process measures specific to the FMPndash Follow policies and proceduresndash Policies and procedures implemented correctlyndash Information on the FMP has been conveyed ndash Subjective perceptions and opinions of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

67

Following FMP Policies and Procedures

bull FMP policies and procedures have to be followed for the program to be successful

bull Amount of time exercising per week vs medical opinion of amount of exercise needed

bull Percentage of safety meetings attendedbull The amount of fatigue feedback givenreceived in

a given time bull Percentage of time a continuous positive

airway pressure machine (CPAP) is used (if necessary)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

68

FMP Policies and Procedures Implemented Correctly

bull There are a number of specific behaviors that influence if policies and procedures are implemented correctly

bull The number of concerns addressed in the development of FMP policies and procedures

bull The number of feedback provided by employees that indicated a resistance to FMP implementation

bull The number of employees who earn FMP recognition

bull GPS tracking of trucks for miles traveled idle time engine off time on-duty hours and driving hours

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 59: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

59

Measure Performance

bull Continued measurement is criticalbull Measurement helps gauge the impact of

the FMP and employee acceptancebull Use predefined measures developed by the

steering committeebull Use both quantitative and qualitative

measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

60

Support the FMPbull Need to show continued support for

the FMPbull Formal and informal communication

to gather feedback regarding the FMPbull Follow through with pre-defined rules

for reward and recognitionbull Visibility and participation in all meetings related to the FMPbull Actively listen to all feedback and address issues with the

steering committee bull Post weeklymonthly charts tracking

progress of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

61

Lesson Quiz Lesson 41 How can management show FMP ldquobuy-inrdquo

A Actively participate in all meetings concerning the FMPB Avoid lip serviceC Provide positive feedback praise and recognition for all employees

involved in the FMPD All the above

2 Why is it important to conduct fatigue management bench marking

A To identify drivers that practice bad fatigue managementB To evaluate the current overall state of driver fatigueC To punish those employees that do not support fatigue managementD Build trust

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

62

Lesson Quiz Lesson 4 Continued3 Who should make up the FMP steering committee

A Only managementB Only driversC Representatives from all levels of the organization affected by the

FMPD Both management and drivers

4 What is a strategy to develop accountabilityA Develop SMART goalsB Provide feedback on progression toward goals accomplishmentC ldquoFact-findrdquo not ldquofault-findrdquoD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

63

Lesson Quiz Lesson 4 Continued

5 What kind of measures should be developedA Only individual performance measuresB Only group performance measuresC Both individual and group performance

measuresD Only outcome measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

64

Lesson 5 Performance Measures to Gauge the Efficacy of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

65

You Canrsquot Manage What You Canrsquot Measure

bull What is the current level of performancebull To know if interventions are changing behavior you have

to measure and track what it is you want to changebull Measuring behaviors allows them

to be monitored and reviewedbull Operationally define behaviors so

they can be trackedbull Measurement can be focused on the specific behavior

(process measures) or the result of the behavior (outcome measures)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

66

Process Measures

bull Measures that focus on the occurrence of specific behaviors

bull Process measures have been found to increase the occurrence of safe behaviors in transportation

bull Process measures specific to the FMPndash Follow policies and proceduresndash Policies and procedures implemented correctlyndash Information on the FMP has been conveyed ndash Subjective perceptions and opinions of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

67

Following FMP Policies and Procedures

bull FMP policies and procedures have to be followed for the program to be successful

bull Amount of time exercising per week vs medical opinion of amount of exercise needed

bull Percentage of safety meetings attendedbull The amount of fatigue feedback givenreceived in

a given time bull Percentage of time a continuous positive

airway pressure machine (CPAP) is used (if necessary)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

68

FMP Policies and Procedures Implemented Correctly

bull There are a number of specific behaviors that influence if policies and procedures are implemented correctly

bull The number of concerns addressed in the development of FMP policies and procedures

bull The number of feedback provided by employees that indicated a resistance to FMP implementation

bull The number of employees who earn FMP recognition

bull GPS tracking of trucks for miles traveled idle time engine off time on-duty hours and driving hours

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 60: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

60

Support the FMPbull Need to show continued support for

the FMPbull Formal and informal communication

to gather feedback regarding the FMPbull Follow through with pre-defined rules

for reward and recognitionbull Visibility and participation in all meetings related to the FMPbull Actively listen to all feedback and address issues with the

steering committee bull Post weeklymonthly charts tracking

progress of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

61

Lesson Quiz Lesson 41 How can management show FMP ldquobuy-inrdquo

A Actively participate in all meetings concerning the FMPB Avoid lip serviceC Provide positive feedback praise and recognition for all employees

involved in the FMPD All the above

2 Why is it important to conduct fatigue management bench marking

A To identify drivers that practice bad fatigue managementB To evaluate the current overall state of driver fatigueC To punish those employees that do not support fatigue managementD Build trust

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

62

Lesson Quiz Lesson 4 Continued3 Who should make up the FMP steering committee

A Only managementB Only driversC Representatives from all levels of the organization affected by the

FMPD Both management and drivers

4 What is a strategy to develop accountabilityA Develop SMART goalsB Provide feedback on progression toward goals accomplishmentC ldquoFact-findrdquo not ldquofault-findrdquoD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

63

Lesson Quiz Lesson 4 Continued

5 What kind of measures should be developedA Only individual performance measuresB Only group performance measuresC Both individual and group performance

measuresD Only outcome measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

64

Lesson 5 Performance Measures to Gauge the Efficacy of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

65

You Canrsquot Manage What You Canrsquot Measure

bull What is the current level of performancebull To know if interventions are changing behavior you have

to measure and track what it is you want to changebull Measuring behaviors allows them

to be monitored and reviewedbull Operationally define behaviors so

they can be trackedbull Measurement can be focused on the specific behavior

(process measures) or the result of the behavior (outcome measures)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

66

Process Measures

bull Measures that focus on the occurrence of specific behaviors

bull Process measures have been found to increase the occurrence of safe behaviors in transportation

bull Process measures specific to the FMPndash Follow policies and proceduresndash Policies and procedures implemented correctlyndash Information on the FMP has been conveyed ndash Subjective perceptions and opinions of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

67

Following FMP Policies and Procedures

bull FMP policies and procedures have to be followed for the program to be successful

bull Amount of time exercising per week vs medical opinion of amount of exercise needed

bull Percentage of safety meetings attendedbull The amount of fatigue feedback givenreceived in

a given time bull Percentage of time a continuous positive

airway pressure machine (CPAP) is used (if necessary)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

68

FMP Policies and Procedures Implemented Correctly

bull There are a number of specific behaviors that influence if policies and procedures are implemented correctly

bull The number of concerns addressed in the development of FMP policies and procedures

bull The number of feedback provided by employees that indicated a resistance to FMP implementation

bull The number of employees who earn FMP recognition

bull GPS tracking of trucks for miles traveled idle time engine off time on-duty hours and driving hours

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 61: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

61

Lesson Quiz Lesson 41 How can management show FMP ldquobuy-inrdquo

A Actively participate in all meetings concerning the FMPB Avoid lip serviceC Provide positive feedback praise and recognition for all employees

involved in the FMPD All the above

2 Why is it important to conduct fatigue management bench marking

A To identify drivers that practice bad fatigue managementB To evaluate the current overall state of driver fatigueC To punish those employees that do not support fatigue managementD Build trust

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

62

Lesson Quiz Lesson 4 Continued3 Who should make up the FMP steering committee

A Only managementB Only driversC Representatives from all levels of the organization affected by the

FMPD Both management and drivers

4 What is a strategy to develop accountabilityA Develop SMART goalsB Provide feedback on progression toward goals accomplishmentC ldquoFact-findrdquo not ldquofault-findrdquoD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

63

Lesson Quiz Lesson 4 Continued

5 What kind of measures should be developedA Only individual performance measuresB Only group performance measuresC Both individual and group performance

measuresD Only outcome measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

64

Lesson 5 Performance Measures to Gauge the Efficacy of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

65

You Canrsquot Manage What You Canrsquot Measure

bull What is the current level of performancebull To know if interventions are changing behavior you have

to measure and track what it is you want to changebull Measuring behaviors allows them

to be monitored and reviewedbull Operationally define behaviors so

they can be trackedbull Measurement can be focused on the specific behavior

(process measures) or the result of the behavior (outcome measures)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

66

Process Measures

bull Measures that focus on the occurrence of specific behaviors

bull Process measures have been found to increase the occurrence of safe behaviors in transportation

bull Process measures specific to the FMPndash Follow policies and proceduresndash Policies and procedures implemented correctlyndash Information on the FMP has been conveyed ndash Subjective perceptions and opinions of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

67

Following FMP Policies and Procedures

bull FMP policies and procedures have to be followed for the program to be successful

bull Amount of time exercising per week vs medical opinion of amount of exercise needed

bull Percentage of safety meetings attendedbull The amount of fatigue feedback givenreceived in

a given time bull Percentage of time a continuous positive

airway pressure machine (CPAP) is used (if necessary)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

68

FMP Policies and Procedures Implemented Correctly

bull There are a number of specific behaviors that influence if policies and procedures are implemented correctly

bull The number of concerns addressed in the development of FMP policies and procedures

bull The number of feedback provided by employees that indicated a resistance to FMP implementation

bull The number of employees who earn FMP recognition

bull GPS tracking of trucks for miles traveled idle time engine off time on-duty hours and driving hours

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 62: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

62

Lesson Quiz Lesson 4 Continued3 Who should make up the FMP steering committee

A Only managementB Only driversC Representatives from all levels of the organization affected by the

FMPD Both management and drivers

4 What is a strategy to develop accountabilityA Develop SMART goalsB Provide feedback on progression toward goals accomplishmentC ldquoFact-findrdquo not ldquofault-findrdquoD All the above

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

63

Lesson Quiz Lesson 4 Continued

5 What kind of measures should be developedA Only individual performance measuresB Only group performance measuresC Both individual and group performance

measuresD Only outcome measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

64

Lesson 5 Performance Measures to Gauge the Efficacy of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

65

You Canrsquot Manage What You Canrsquot Measure

bull What is the current level of performancebull To know if interventions are changing behavior you have

to measure and track what it is you want to changebull Measuring behaviors allows them

to be monitored and reviewedbull Operationally define behaviors so

they can be trackedbull Measurement can be focused on the specific behavior

(process measures) or the result of the behavior (outcome measures)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

66

Process Measures

bull Measures that focus on the occurrence of specific behaviors

bull Process measures have been found to increase the occurrence of safe behaviors in transportation

bull Process measures specific to the FMPndash Follow policies and proceduresndash Policies and procedures implemented correctlyndash Information on the FMP has been conveyed ndash Subjective perceptions and opinions of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

67

Following FMP Policies and Procedures

bull FMP policies and procedures have to be followed for the program to be successful

bull Amount of time exercising per week vs medical opinion of amount of exercise needed

bull Percentage of safety meetings attendedbull The amount of fatigue feedback givenreceived in

a given time bull Percentage of time a continuous positive

airway pressure machine (CPAP) is used (if necessary)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

68

FMP Policies and Procedures Implemented Correctly

bull There are a number of specific behaviors that influence if policies and procedures are implemented correctly

bull The number of concerns addressed in the development of FMP policies and procedures

bull The number of feedback provided by employees that indicated a resistance to FMP implementation

bull The number of employees who earn FMP recognition

bull GPS tracking of trucks for miles traveled idle time engine off time on-duty hours and driving hours

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 63: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

63

Lesson Quiz Lesson 4 Continued

5 What kind of measures should be developedA Only individual performance measuresB Only group performance measuresC Both individual and group performance

measuresD Only outcome measures

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

64

Lesson 5 Performance Measures to Gauge the Efficacy of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

65

You Canrsquot Manage What You Canrsquot Measure

bull What is the current level of performancebull To know if interventions are changing behavior you have

to measure and track what it is you want to changebull Measuring behaviors allows them

to be monitored and reviewedbull Operationally define behaviors so

they can be trackedbull Measurement can be focused on the specific behavior

(process measures) or the result of the behavior (outcome measures)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

66

Process Measures

bull Measures that focus on the occurrence of specific behaviors

bull Process measures have been found to increase the occurrence of safe behaviors in transportation

bull Process measures specific to the FMPndash Follow policies and proceduresndash Policies and procedures implemented correctlyndash Information on the FMP has been conveyed ndash Subjective perceptions and opinions of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

67

Following FMP Policies and Procedures

bull FMP policies and procedures have to be followed for the program to be successful

bull Amount of time exercising per week vs medical opinion of amount of exercise needed

bull Percentage of safety meetings attendedbull The amount of fatigue feedback givenreceived in

a given time bull Percentage of time a continuous positive

airway pressure machine (CPAP) is used (if necessary)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

68

FMP Policies and Procedures Implemented Correctly

bull There are a number of specific behaviors that influence if policies and procedures are implemented correctly

bull The number of concerns addressed in the development of FMP policies and procedures

bull The number of feedback provided by employees that indicated a resistance to FMP implementation

bull The number of employees who earn FMP recognition

bull GPS tracking of trucks for miles traveled idle time engine off time on-duty hours and driving hours

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 64: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

64

Lesson 5 Performance Measures to Gauge the Efficacy of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

65

You Canrsquot Manage What You Canrsquot Measure

bull What is the current level of performancebull To know if interventions are changing behavior you have

to measure and track what it is you want to changebull Measuring behaviors allows them

to be monitored and reviewedbull Operationally define behaviors so

they can be trackedbull Measurement can be focused on the specific behavior

(process measures) or the result of the behavior (outcome measures)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

66

Process Measures

bull Measures that focus on the occurrence of specific behaviors

bull Process measures have been found to increase the occurrence of safe behaviors in transportation

bull Process measures specific to the FMPndash Follow policies and proceduresndash Policies and procedures implemented correctlyndash Information on the FMP has been conveyed ndash Subjective perceptions and opinions of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

67

Following FMP Policies and Procedures

bull FMP policies and procedures have to be followed for the program to be successful

bull Amount of time exercising per week vs medical opinion of amount of exercise needed

bull Percentage of safety meetings attendedbull The amount of fatigue feedback givenreceived in

a given time bull Percentage of time a continuous positive

airway pressure machine (CPAP) is used (if necessary)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

68

FMP Policies and Procedures Implemented Correctly

bull There are a number of specific behaviors that influence if policies and procedures are implemented correctly

bull The number of concerns addressed in the development of FMP policies and procedures

bull The number of feedback provided by employees that indicated a resistance to FMP implementation

bull The number of employees who earn FMP recognition

bull GPS tracking of trucks for miles traveled idle time engine off time on-duty hours and driving hours

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 65: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

65

You Canrsquot Manage What You Canrsquot Measure

bull What is the current level of performancebull To know if interventions are changing behavior you have

to measure and track what it is you want to changebull Measuring behaviors allows them

to be monitored and reviewedbull Operationally define behaviors so

they can be trackedbull Measurement can be focused on the specific behavior

(process measures) or the result of the behavior (outcome measures)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

66

Process Measures

bull Measures that focus on the occurrence of specific behaviors

bull Process measures have been found to increase the occurrence of safe behaviors in transportation

bull Process measures specific to the FMPndash Follow policies and proceduresndash Policies and procedures implemented correctlyndash Information on the FMP has been conveyed ndash Subjective perceptions and opinions of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

67

Following FMP Policies and Procedures

bull FMP policies and procedures have to be followed for the program to be successful

bull Amount of time exercising per week vs medical opinion of amount of exercise needed

bull Percentage of safety meetings attendedbull The amount of fatigue feedback givenreceived in

a given time bull Percentage of time a continuous positive

airway pressure machine (CPAP) is used (if necessary)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

68

FMP Policies and Procedures Implemented Correctly

bull There are a number of specific behaviors that influence if policies and procedures are implemented correctly

bull The number of concerns addressed in the development of FMP policies and procedures

bull The number of feedback provided by employees that indicated a resistance to FMP implementation

bull The number of employees who earn FMP recognition

bull GPS tracking of trucks for miles traveled idle time engine off time on-duty hours and driving hours

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 66: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

66

Process Measures

bull Measures that focus on the occurrence of specific behaviors

bull Process measures have been found to increase the occurrence of safe behaviors in transportation

bull Process measures specific to the FMPndash Follow policies and proceduresndash Policies and procedures implemented correctlyndash Information on the FMP has been conveyed ndash Subjective perceptions and opinions of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

67

Following FMP Policies and Procedures

bull FMP policies and procedures have to be followed for the program to be successful

bull Amount of time exercising per week vs medical opinion of amount of exercise needed

bull Percentage of safety meetings attendedbull The amount of fatigue feedback givenreceived in

a given time bull Percentage of time a continuous positive

airway pressure machine (CPAP) is used (if necessary)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

68

FMP Policies and Procedures Implemented Correctly

bull There are a number of specific behaviors that influence if policies and procedures are implemented correctly

bull The number of concerns addressed in the development of FMP policies and procedures

bull The number of feedback provided by employees that indicated a resistance to FMP implementation

bull The number of employees who earn FMP recognition

bull GPS tracking of trucks for miles traveled idle time engine off time on-duty hours and driving hours

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 67: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

67

Following FMP Policies and Procedures

bull FMP policies and procedures have to be followed for the program to be successful

bull Amount of time exercising per week vs medical opinion of amount of exercise needed

bull Percentage of safety meetings attendedbull The amount of fatigue feedback givenreceived in

a given time bull Percentage of time a continuous positive

airway pressure machine (CPAP) is used (if necessary)

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

68

FMP Policies and Procedures Implemented Correctly

bull There are a number of specific behaviors that influence if policies and procedures are implemented correctly

bull The number of concerns addressed in the development of FMP policies and procedures

bull The number of feedback provided by employees that indicated a resistance to FMP implementation

bull The number of employees who earn FMP recognition

bull GPS tracking of trucks for miles traveled idle time engine off time on-duty hours and driving hours

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 68: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

68

FMP Policies and Procedures Implemented Correctly

bull There are a number of specific behaviors that influence if policies and procedures are implemented correctly

bull The number of concerns addressed in the development of FMP policies and procedures

bull The number of feedback provided by employees that indicated a resistance to FMP implementation

bull The number of employees who earn FMP recognition

bull GPS tracking of trucks for miles traveled idle time engine off time on-duty hours and driving hours

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 69: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

69

Management has Conveyed the Necessary Information

bull The number of employees that understand why the FMP was implemented

bull How many meetings management attended and discussed the FMP

bull The number of employees that offer feedback on the FMP

bull The number of individual meetings with employees to discuss the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 70: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

70

Subjective Perceptions and Opinions of the FMP

bull Subjective perceptions and opinions of employees may indicate how well the FMP was implemented and developed

bull Percentage of employees who believendash Management supports the FMPndash The FMP is a good ideandash The policies and procedures in the FMP

are fairndash Recognition for goal accomplishment is

providedndash Their concerns were considered during

development of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 71: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

71

Outcome Measures

bull Sleep durationbull Sleep qualitybull Alertnessbull Job satisfactionbull Injuriesbull Violationsbull Crashesbull Sick leave days

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 72: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

72

Sleep Duration

bull Number of hours slept in one time frame

bull Number of hours slept without waking

bull The longest duration of sleepbull Number of hours spent sleeping

during a 24-hour periodbull Did the number of hours spent

sleeping meet requirements

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 73: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

73

Sleep Qualitybull Sleep quality can be assessed both through subjective (ie

questionnaires) and objective (ie actigraphy) measurement tools

bull Driverrsquos perception of feeling rested after sleepbull Problems breathing while asleepbull Loud snoring during sleep

ndash How frequently does the driver snore loudlybull Percentage of time spent asleep while in

bedbull Sleep efficiency and latency measured with an actigraphy

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 74: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

74

Alertness

bull Alertness while awake is an indicator of fatigue and sleep quality

bull Frequency the driver becomes sleepy while drivingbull Performance measures (eg lane keeping lack of

vehicle control etc) bull Head noddingbull Eye movementbull Frequency of daydreaming or inattentionbull Percent of time driver feels alert

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 75: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

75

Job Satisfaction

bull Behavioral expressions of satisfaction (eg smiling)

bull Perceived satisfaction measured via a questionnaire

bull Turnoverbull Involvement in FMP related

activitiesbull Pledged commitment to the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 76: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

76

Injuriesbull Fatigue-related injuries should be an indicator of the success of

the FMPbull Number of injuries from crashes contributed to fatiguebull Number of other injuries related to fatigue

ndash Fallslip from higher elevationbull Health-related injuriescomplications

associated with fatiguendash Cardiovascular disease and impaired

cognitive functioningbull Percent of injuries related to fatigue compared to injuries

not related to fatiguebull Number of injury reports

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 77: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

77

Violations

bull Safety violations should be an indicator of the effectiveness of the FMP

bull Number of fatigue-related violationsndash Hour-of-service (HOS) violation

bull Number of hours spent sleeping bull Percent of time using a CPAP

(if required)bull Number of hours driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 78: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

78

Crashes

bull Fatigue-related crashes are typically a major reason for implementing the FMP

bull Number of crashes where the driver fell asleep behind the wheel

bull Number of crashes influenced by drowsiness bull Number of crashes resulting from

violations in HOSbull Number or percent of crashes during

circadian lows

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 79: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

79

Sick Leave

bull Fatigue can have significant health consequences for drivers

bull Cause the driver to miss workbull The number of sick leave days related to

fatigue should provide an indication of the effectiveness of the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 80: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

80

Lesson Quiz Lesson 51 Why is it important to measure performance

A To determine what is the current level of fatigueB To know if the FMP is workingC To monitor and track fatigue-related behaviorsD All of the above

2 Which of the following statements is trueA Process measures focus on the result of a number of behaviorsB Outcome measures focus on the occurrence of specific behaviorsC Process measures focus on the occurrence of specific behaviorsD Outcome measures are always completely under control of the

driver

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 81: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

81

Lesson Quiz Lesson 5 Continued3 What is a process measure to assess how well the FMP policies and

procedures are being followedA The amount of time exercising per week versus the amount of exercise

prescribed by the doctorB Percentage of time spent asleep while in bedC Number of hours spent sleeping during a 24-hour periodD Percent of time driver feels alert

4 What type of measure are crashes and injuries A ProcessB OutcomeC Subjective D Quality

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 82: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

82

Lesson Quiz Lesson 5 Continued

5 Which of the following is an outcome measure for alertnessA The number of hours spent sleeping during a 24-

hour period of timeB The number of fatigue-related violationsC How frequently does the driver snore loudlyD Frequency the driver becomes sleepy while

driving

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 83: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

83

Conclusion Review and Summary

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 84: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

84

Safety Culture is Strongly Influenced by Upper-Level Management

bull Top level ldquobuy-inrdquo is criticalbull Upper-level management is looked to in times of

changebull Upper-level visibility and participation

in all FMP related meetings is a mustbull On-going communication with all

levels of the organizationndash Especially with those most

impacted by the FMP

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 85: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

85

Safety Culture is Defined as the Enduring Value in Every Level of the Organizationbull Fatigue management needs to be a value not a

priorityndash Driver fatigue is not compromised for productivity ndash Fatigue management is involved in all programs and

related to all activities in the work placebull Positive safety cultures empower employees to work

safely bull Accountability for selves and

others

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 86: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

86

Culture Develops Over a Period of Time and Cannot be Created Instantly

bull Immediate change must not be expectedndash Culture change takes timendash Resistance to change is not instantaneousndash Process of change is fluidndash Evaluation of data is criticalbull Areas to refine delete and add

bull Change requires employees to ldquobuy-inrdquo to the FMP and acceptance takes time

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 87: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

87

Continued Safety Culture Change

bull Continue to show support and recognition for participation in the FMPndash Celebrate ldquosmall winsrdquo in FMP development

implementation and group and individual goal accomplishment

ndash Celebrate FMP volunteersndash Donrsquot focus on failures or short comings success will come

over time with a positive safety culture

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2
Page 88: Module 2 Safety Culture and Management Practices

NAFMP | North American Fatigue Management ProgramCopyright copy 2012

88

Course Exam Module 2

  • Slide 1
  • List of Abbreviations and Acronyms
  • Module 2 Overview
  • Module Objectives (1 of 2)
  • Module Objects (2 of 2)
  • Lesson 1 Introduction to Safety Culture
  • Introduction to Safety Culture
  • Safety Triad
  • Safety Culture
  • Fatigue and Safety Culture
  • Fatigue Risk Management Systems
  • Components of Fatigue Risk Management Systems
  • Lesson Quiz Lesson 1
  • Lesson Quiz Lesson 1 Continued
  • Lesson Quiz Lesson 1 Continued (2)
  • Lesson 2 Corporate Responsibilities and Roles in FMP Implement
  • Shared Responsibility for Fatigue Management
  • Managementrsquos Commitment to Fatigue Management
  • Prioritization of Driver Fatigue Over Production
  • Maintaining a High Profile for Safety and Fatigue in Meetings
  • Personal Attendance of Managers at Fatigue Meetings
  • Face-to-Face Meetings with Employees that Feature Fatigue as a
  • Job Descriptions that Include SafetyFatigue Contracts
  • Fatigue Leadership
  • Communication About Fatigue Issues
  • Lesson Quiz Lesson 2
  • Lesson Quiz Lesson 2 Continued
  • Lesson Quiz Lesson 2 Continued (2)
  • Lesson 3 Strategies for Engaging and Empowering Staff and Gene
  • Empowerment
  • Importance of Empowerment
  • Increasing Perceptions of Empowerment
  • Increasing Empowerment
  • Empowerment and Resistance to Change
  • Delegation of Responsibility for Fatigue
  • Encouraging Commitment to the Organization
  • Benefits of Organizational Commitment
  • Increasing Organizational Commitment
  • Lesson Quiz Lesson 3
  • Lesson Quiz Lesson 3 Continued
  • Lesson Quiz Lesson 3 Continued (2)
  • Lesson 4 Step-by-Step Guide to Corporate Culture Change
  • Corporate Culture Change
  • Corporate Culture Change (2)
  • Top Management ldquoBuy Inrdquo
  • Build Trust
  • Conduct Bench Marking
  • Management Training and Education
  • Training Managers
  • Steering Committee
  • Assembling the Steering Committee
  • Develop a Safety Vision
  • Define Roles
  • Develop Accountability
  • Develop Measures
  • Develop Policies for Recognition
  • Awareness Education and Kick-Off
  • Implement the FMP
  • Measure Performance
  • Support the FMP
  • Lesson Quiz Lesson 4
  • Lesson Quiz Lesson 4 Continued
  • Lesson Quiz Lesson 4 Continued (2)
  • Lesson 5 Performance Measures to Gauge the Efficacy of the FMP
  • You Canrsquot Manage What You Canrsquot Meas
  • Process Measures
  • Following FMP Policies and Procedures
  • FMP Policies and Procedures Implemented Correctly
  • Management has Conveyed the Necessary Information
  • Subjective Perceptions and Opinions of the FMP
  • Outcome Measures
  • Sleep Duration
  • Sleep Quality
  • Alertness
  • Job Satisfaction
  • Injuries
  • Violations
  • Crashes
  • Sick Leave
  • Lesson Quiz Lesson 5
  • Lesson Quiz Lesson 5 Continued
  • Lesson Quiz Lesson 5 Continued (2)
  • Conclusion Review and Summary
  • Safety Culture is Strongly Influenced by Upper-Level Management
  • Safety Culture is Defined as the Enduring Value in Every Level
  • Culture Develops Over a Period of Time and Cannot be Created In
  • Continued Safety Culture Change
  • Course Exam Module 2

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Category: Documents
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