HUMAN FACTORS
MANAGEMENT SYSTEM FOR HUMAN FACTORS
BY RIC PERI, AEA VICE PRESIDENT OF GOVERNMENT & INDUSTRY AFFAIRS
Human factors management is not safety management! Yes, the lack of attention to human factors in a human-centric program can and often does have a detrimental effect on the safe outcome of any task. And yes, the safety regulators require that human-centric businesses address human factors. But more importantly, the lack of attention to human factors will show in the lack of efficiency in the organization. I suggest the effective management of human factors is instrumental in the success of any maintenance organization. I would also submit that when you look at any successful business, it has
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implemented, directly or indirectly, human factors controls to encourage efficiency, minimize failure and reduce rework.
The study of human factors in
production dates back nearly 100 years. There are reams of data that support how looking at workflow, lighting and the work environment can have a positive outcome. For the sake of brevity, I will focus on the 12 most-often cited areas within aircraft maintenance that have proven to be beneficial – The Dirty Dozen. Before we get into the specifics of
the Dirty Dozen, human factors have two critical but equal elements. One
is personal (fit for duty), the other is the organization’s management of human factors. Each element is dependent on the other. The individual who is conscious of their own limitations is at risk if they are not supported by the organization and the support of their observations. And the most-professional organization that has implemented a thorough human factors program is at risk if the individual dismisses these efforts. Human factors rely on both the
individual as well as the organization implementing a robust management system to support human performance.
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