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. Minus some obvious visual clues, the individual is the only one to determine if he or she is “fit for duty.” This is where working within a “non-punitive” workplace comes into play. If individuals are concerned their job is in jeopardy if they self-disclose their limitations, they are simply not likely to report their shortcoming and therefore may attempt to work in a less-than-ideal work environment. On the other hand, if an organization has the most-robust human factors management program as well as a strong non-punitive workplace, but the individual lacks the ability to recognize and evaluate their personal limitations, they again will attempt to work in a less-than-ideal work environment. In either case, the business risks efficiency and failures leading to longer projects or tasks that require rework, occasionally leading to a causal factor in an accident or incident. There has been much written on how the individual can manage the Dirty Dozen; I would like to look at these 12 factors and see how organizational management of human factors may affect them. Before we look at the dozen elements, we must agree on what we can or should do with someone who is “less than optimum.” In the black-and-white world, you are either fit for duty or you’re not. If not, you shouldn’t be at work. I don’t think that is realistic, and I believe it is that sentiment that has led many employees to hide their limitations. Not every job requires us to be at our best every hour of every day; there are many tasks we can do while we recover from our limitations. This is typical when we have an obvious injury or ailment. I’ve seen several employees on light duty while they recover from a broken arm or leg. Why can’t we offer light duty to someone suffering from fatigue? Or maybe a personal loss? Or financial challenges? We offer alternatives for physical limitations; why shouldn’t we offer alternatives when they suffer from mental limitations? As much as we want the technician in the workplace physically, it is equally (if not more so) important that they are in the workplace mentally. The safety and security of aviation, as well as the efficiency of business, requires both the body and mind to be committed to the task at hand. According to skybrary.aero, “The Dirty Dozen is a concept developed by Gordon Dupont, in 1993, whilst


he was working for Transport Canada, and formed part of an elementary training programme for Human Performance in Maintenance. It has since become a cornerstone of Human Factors in Maintenance training courses worldwide.” The article continues to highlight that “The Dirty Dozen is not a comprehensive list of human error accident precursors; for example, ICAO Circular 240- AN/144[2] lists over 300 human error precursors. However, since 1993, all areas of the aviation industry, not just aircraft maintenance, have found the Dirty Dozen a useful introduction to open discussions into human error in their businesses, organizations and workplaces.” It is interesting that the first six address the lack of essential elements. They include the lack of communication, knowledge, teamwork, resources, assertiveness and awareness. The other six address the presence of the negative traits of complacency, distraction, fatigue, pressure, stress and norms. Now let’s discuss how management’s decisions and actions can affect these elements. We can start with the obvious, the easy targets, the low-hanging fruit. Two of these are regulatory, but which ones? The first is knowledge. A certificated repair station


must have and use an employee training program that ensures each employee assigned to perform maintenance, preventive maintenance, or alterations, and inspection functions is capable of performing the assigned task (14 CFR 145.163). In addition, the regulations require each repair station to provide qualified personnel to perform and approve for return to service the maintenance, preventive maintenance or alterations performed under the repair station certificate (14 CFR § 145.151). The second regulatory item is resources. Again, the


regulations address the requirement for a repair station to continually provide housing, facilities, equipment, materials and data that meet the applicable requirements for the issuance of the certificate and ratings (14 CFR 145.101). In addition to the general requirements of 14 CFR 101, the regulations further require a repair station to have the equipment, tools and materials necessary to ensure the work they perform is in accordance with Part 43 (14 CFR 145.109). Then we get into some of the soft skills. In


my humble opinion, the most-concerning trait is complacency. The Merriam-Webster Dictionary defines complacency as “self-satisfaction especially when accompanied by unawareness of actual dangers or deficiencies.” When it comes to aviation maintenance, being unaware of actual dangers and responsibilities can be dangerous. There is no room in aviation in general,


April | May 2020 HelicopterMaintenanceMagazine.com 33


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