TLIX4028A Lesson 2 FatigueRisk

TLIX4028AFATIGUE AND RISK ANALYSIS

PRESENTATION OUTLINE

The following areas are covered in this presentation:

• Risk Management – Assess

Risks

• Risk Management – Control

Risks

• Risk Management – Evaluate

Control Measures

• Establishing Fatigue

Management Plans (FMP)

• Root Cause Analysis (RCA)

• The Five Whys Method

• What is Fatigue?

• Work-Related Factors

• Life-Style Factors

• Signs of Fatigue

• Establishing Fatigue

Management Plans (FMP)

• Risk Management – FRMS

• Risk Management –

Identifying Hazards

WHAT IS FATIGUE?

• Fatigue is an acute, ongoing state of tiredness that leads to mental

or physical exhaustion and prevents people from functioning

within normal boundaries.

• It is more than feeling tired and drowsy, it is a physical condition

that can occur when a person’s physical or mental limits are

reached.

WORK-RELATED FACTORSWork-related factors of which can cause fatigue include:

• Working time

• Scheduling and planning (for example, roster patterns, length and timing of shifts)

• Inadequate rest breaks

• Lengthy periods of time being awake

• Insufficient recovery time between shifts

• Payment incentives that may lead to working longer shifts

• Environmental conditions (for example, climate, light, noise, workstation design)

• Type of work being undertaken (for example, physically or mentally demanding

work)

• Work demands placed on the person (for example, timeframes, deadlines, intensity)

• The organisation’s culture

• The person’s role within the organisation

LIFE-STYLE FACTORS

Life-style factors of which can cause fatigue include:

• Inadequate or poor quality of sleep due to sleep disorders (for

example, sleep apnoea)

• Social life

• Family responsibilities

• Other employment

• Travel time (may be considered work time in some cases)

• Health and wellbeing (for example, nutrition and diet, exercise,

pain, illness)

SIGNS OF FATIGUE

Some Signs of Fatigue

ESTABLISHING FATIGUE MANAGEMENT PLANS (FMP)

The development and implementation of an effective fatigue

management plan requires:

• Making a firm policy commitment to effective fatigue management

• Early and ongoing consultation

• Establishment of roles and responsibilities

• Risk identification, assessment, control and evaluation

• Documentation of the plan

• Implementation of the plan

• Development and implementation of assessment and monitoring

procedures

• Regular review and resultant modification of the plan


Policy CommitmentCommitment to effective management of fatigue risks in the workplace and establishing a consultation procedure

Reflects organisation’s health and safety policy

Commitment to control of fatigue risks highlighted

Commitment made and demonstrated by senior management


ConsultationLegally required – employees/workers most

likely to be effected by decisions made

Employees/workers consulted to enable them to contribute to the making of decisions

affecting their health, safety and welfare at work

Matters that affect or may affect the health, safety or welfare at work of employees/workers

are covered

Must be undertaken by means of an OHS committee, an OHS representative or other

agreed arrangements


Roles and Responsibilities

Operators: plan transport task to minimise fatigue through regular risk-assessment process

Consignors: obligated not to make unreasonable/unrealistic demands on operators

or drivers (e.g. do no exceed mass limits)

Corporation, Organisation and Managerial Liability: body corporates liable for any offences

committed by its employees, directors or officers Loaders/Packers and Unloaders: must ensure

loading does not cause or contribute to fatigue of the driver or is in contravention of road transport laws (e.g. if loading causes delay,

reasonable steps must be taken to ensure driver takes a rest)


Risk Management

Identify hazards that can contribute to fatigue

Assess associated risks – understand the nature of the harm that could be caused, the

seriousness and the likelihood of it occurring

Control risks – implement most effective control measure that is reasonably practicable in the

circumstances

Evaluate/review the effectives of the control measures

RISK MANAGEMENT - FRMSFatigue Risk Management System (FRMS)

• An FRMS Document: The FRMS document defines and details the way that

fatigue-related risk is dealt with in the organisation and is essentially the

written version of the FRMS.

• Risk Mitigation Strategies like the Defences in Depth Framework:

These strategies form the major practical or day-to-day aspect of the FRMS

and include tools, strategies and control measures for monitoring and

managing fatigue-related risk.

• Education Programs: All employees need to be made aware of the risks

posed by fatigue in the organisation, and the individual and organisational

strategies that are employed in managing that risk.

• Audit Functions : The system must be monitored for continuous

improvement and to ensure it is flexible to change with changing work

practices or functions. The audit function is essentially built into the

Defences in Depth framework.

RISK MANAGEMENT – IDENTIFYING HAZARDS

Mental and Physical Demands of Work

• Repetitive or Monotonous Work

• Sustained Physical or Mental Effort

• Complex Physical or Mental Tasks

Work Scheduling and Planning

• Night shifts, including the number of consecutive night shifts

• Long hours of work in a single shift inc. travel time, especially for remote sites

• Long hours of work across a roster cycle

• Long hours because of on‐call duties

• Short breaks between work shifts

• Short breaks within work shifts

• Shift start/finish times

• Changes to rosters

RISK MANAGEMENT – IDENTIFYING HAZARDSWork Environment Conditions

• Stress

• Adverse working conditions

• Organisational factors

Excessive Commuting Times

• Excessive commuting times necessary

Individual and Non-Work Factors

• Family commitments

• Insufficient quality sleep

• Sleeping disorders

• Psychological issues

• Alcohol and drug use

• Second job/non-paid work

RISK MANAGEMENT – ASSESS RISKS

Risk assessment methods can include:

• Consulting with industry or employee association who may be able

to assist with risk assessments for type of work and workplace

• Checking whether workers have had accidents (including

transport) travelling home or on work-related journeys

• Consult workers on workloads and schedules and ask if they are

having or have experienced work-related fatigue

• Comparing planned working hours with hours actually worked

• Reviewing workplace incident data


• The risk assessment should place the fatigue risk factors in order

of priority – highest to lowest.

Risk Categories

Severity Likelihood

Insignificant Rare

Minor Unlikely

Moderate Possible

Major Likely

Critical Almost Certain


Risk Assessment Matrix

• Used to combine the effects of the consequences and likelihood

ratings into an overall assessment of risk priority

Risk Rating Matrix

Risk RatingE: ExtremeM: MediumH: HighL: Low

Likelihood

Rare Unlikely Possible LikelyAlmost Certain

Consequence (Impact)

Severe Medium High High Extreme Extreme

Major Medium Medium High High Extreme

Moderate Low Medium Medium High High

Minor Low Low Medium Medium High

Insignificant Low Low Low Medium Medium


• It is important to clarify what each level in the matrix represents

to ensure it is used correctly and consistently by those who use it

Standard risk likelihood scale:

Rating Definition Scale

Almost certain Will definitely occur or will occur on an annual cycle

5

Likely Similar events have been experienced several times

4

Possible May occur once 3

Unlikely Occurs from time to time 2

Rare Occurrence is possible but highly unlikely 1


Standard risk consequences scale:

• Used to combine the effects of the consequences and likelihood

ratings into an overall assessment of risk priority

Rating Definition Scale

Severe Most objectives cannot be met 5

Major Some important objectives cannot be met 4

Moderate Some objectives impacted but may still be met

3

Minor Minor effects that can be remedied 2

Insignificant Almost no impact on objectives 1

RISK MANAGEMENT – CONTROL RISKS

The Hierarchy of Control

• Controls risks by ranking them from the highest level of protection

and reliability to the lowest

• The WHS Regulations require duty holders to work through this

hierarchy when managing risk under the WHS Regulations

• Prioritises preferred options for implementing possible problem

solutions and controls

• You must always aim to eliminate a hazard, which is the most

effective control. If this is not reasonably practicable, you must

minimise the risk by working through the other alternatives in the

hierarchy.


The Hierarchy of Control


Hazard Control Model for Fatigue Risk Management


Hazard Control Model for Fatigue Risk Management

There are five major levels of control for managing fatigue risk:

• Level 1 (organisational): making sure scheduling gives

employees adequate opportunity to sleep

• Level 2 (individual): making sure individual employees have

actually been getting sufficient sleep

• Level 3 (behavioural): monitoring for symptoms that indicate

employees are fatigued

• Level 4 (error): strategies to ensure that fatigue in the workplace

does not result in errors or incidents

• Level 5 (incident): determining the role of fatigue in workplace

errors or incidents

RISK MANAGEMENT – EVALUATE CONTROL MEASURES

There are certain situations where you must review your control

measures under the WHS Regulations and, if necessary, revise them.

A review is required:

• When the control measure is not effective in controlling the risk

• Before a change at the workplace that is likely to give rise to a

new or different health and safety risk that the control measure

may not effectively control

• If a new hazard or risk is identified

• If the results of consultation indicate that a review is necessary

• If a health and safety representative requests a review


FMP Documentation

Demonstrates how decisions about controlling risks were made

Helps organisations to target training around key hazards

Provides a basis for preparing safe work procedures

Allows for easier review of risks following any changes to legislations or business activities

Demonstrates to others that work health and safety risks are being managed


FMP Implementation

All health and safety management systems or plans should reflect the organisation’s

health and safety policy

Important to ensure the fatigue component is strongly reflected in the policy

A fatigue management plan should be integrated as part of an overall health and

safety management system or plan.


Monitoring, Evaluation and Review

All aspects of plan should be audited and reviewed at regular intervals to ensure continuing suitability, adequacy

and effectiveness of the controls for eliminating risk

The plan must be reviewed at least every 12 months or when circumstances change, rostering patterns change or when there

is any indication that fatigue risks are not being controlled

Hours worked by all employees/workers, including professional staff and management, should be monitored

and evaluated as part of the fatigue management plan

Incident investigation tools must be able to identify the contribution that fatigue may make to incidents


FMP Review

All audits are to be conducted by an approved independent auditor

Compliance Audits (Existing Accreditation Holders)

Scheduled Audits

Triggered Audits

Random Audits

Spot Checks

Statement of Compliance

ROOT CAUSE ANALYSIS (RCA)

• Focuses on finding the origin of a problem and dealing with that,

rather than just dealing with its symptoms.

• It uses a specific set of steps, with associated tools, to find the

primary cause of the problem, so that you can:

1. Determine what happened

2. Determine why it happened

3. Figure out what to do to reduce the likelihood that it will

happen again


When conducting a Root Cause Analysis there are three causes that

may be determined:

1. Direct Causes: The cause that directly resulted in the event.

(Fatigued worker falling asleep while loading a truck)

2. Indirect /Contributing Causes: The cause(s) that contributed to

an event but themselves would not have caused the event

(Limited replacement staff/contingency should workers call in sick,

unknown fatigue policy)

3. Root Causes: The fundamental reason for an event, which if

corrected, would prevent recurrence (training, strict following of

the fatigue procedure, ensuring operators of plant are supervised)


THE FIVE WHYS METHOD

• Question-asking method used to explore the cause/effect

relationships underlying a particular problem

The dump truck was overfilled by the plant operator (the problem):1. Why? The plant operator dozed off while filling the truck. (first why) 2. Why? Operator was fatigued and unsupervised. (second why) 3. Why? The incident occurred toward the end of the worker’s night shift. The

worker had also played sport the day before. There was only one worker on duty when the truck driver turned up. (third why)

4. Why? Other workers had called in sick. There were no other workers available to fill shift. Operator did not disclose the fact they had played sport when agreeing to the night shift (fourth why)

5. Why? Operator did not realise the impact playing sport could have and had not received fatigue awareness training or been made aware of the company’s fatigue management policy/procedures. Business is small and have limited reserve staff should someone call in sick. (fifth why and root causes)

THE FIVE WHYS METHOD

The benefits to using the Five Whys Method to get to the root cause

of an issue include:

1. Simplicity

2. Effectiveness

3. Comprehensiveness

4. Flexibility

5. Engaging

6. Inexpensive

VIDEO EMBEDS

Risk Assessment Intro

https://www.youtube.com/watch?v=fY6KGN72d7Q

Risk Assessment Matrix:

https://www.youtube.com/watch?v=6TKDlKGSfgo

5 Whys Analysis:

https://www.youtube.com/watch?v=JmrAkHafwHI







TLIX4028A Lesson 2 FatigueRisk

Education

tlix4028a fatigue

senior management

work time

risk analysis

work of employeesworkers

safety policy commitment

plan implementation

demanding work work