1 / 20

FIGHTING MINER FATIGUE ON UNUSUAL WORK SCHEDULES: A Management Perspective

FIGHTING MINER FATIGUE ON UNUSUAL WORK SCHEDULES: A Management Perspective. Jon Wagner, Mine Safety Instructor Hibbing Community College. WHAT ARE UNUSUAL WORK SCHEDULES?. Anything other than M-F Day Shift, 40 hours per week. Night work (during hours normally reserved for sleep).

carolbrown
Download Presentation

FIGHTING MINER FATIGUE ON UNUSUAL WORK SCHEDULES: A Management Perspective

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. FIGHTING MINER FATIGUE ON UNUSUAL WORK SCHEDULES:A Management Perspective Jon Wagner, Mine Safety Instructor Hibbing Community College

  2. WHAT ARE UNUSUAL WORK SCHEDULES? • Anything other than M-F Day Shift, 40 hours per week. • Night work (during hours normally reserved for sleep). • Rotating shift work. • Extended work day schedules (regular 10- or 12-hour shifts). Based on 40-hour week. • Extended workweek schedules (regular 50- to 80-hour workweeks).

  3. EXTENDED WORKWEEK SCHEDULES 1) Seen in some coal operations; growing in surface nonmetal operations ---highway construction. 2) Why used? a) Increase production without buying more equipment. b) Labor shortage/labor costs. c) Make up for seasonal layoff. d) Urban locations -- constrained by noise ordinances. Example: 7 a.m. - 7 p.m. 3) Is there a problem with extended workweek schedules?

  4. MINE SAFETY RESEARCH FATIGUE ERRORS ACCIDENTS INJURIES FATALITIES Shiftwork, Extended Workday Schedules

  5. ACCIDENT CAUSATION MODEL Boredom? Worries? Illness? Lack of sleep? Shift work? Vibration? Noise? FATIGUE INATTENTIVENESS UNALERTNESS (42%- 56%) Alcohol? Drugs? Age? HUMAN ERROR (85%) ACCIDENTS

  6. SOME FACTS ABOUT FATIGUE... 1) Fatigue is loss of physical, mental, or emotional energy due to time on task. 2) Fatigue causes declines in performance and increased errors, accidents, and injuries. 3) Fatigue depends on type of task performed... -Vehicle operation (powered haulage)* -Manual materials handling -Maintenance work -Office/computer work -Supervision *of greatest concern

  7. SOME RESEARCH RESULTS 1) Accident risk for truck drivers working 14 hours or more is 2.5 - 3.0 times higher than those working 10 hours or less. 2) Risky passing maneuvers occurred 50% more during last 3 hours of a 12-hour shift, compared to the first 3 hours. 3) Half of all hazardous incidents at a company railroad occurred during last 4 hours of a 12-hour shift. 4) In general, long work hours can present a hazard for those workers who have jobs requiring steady vigilance.

  8. MORE RESEARCH RESULTS... Accidents 0 5 10 Hours driven

  9. THE BOTTOM LINE... • To work safely, workers need a consistent work schedule that allows for adequate rest, sleep, and social time during off hours. • To work safely, workers need to avoid excessive noise, dust, vibration, heat, cold, and other environmental stressors. This is important for reducing fatigue and preventing occupational illnesses. • To work safely, workers need to be able to “change pace” and/or take work breaks to avoid fatigue. Doing the same thing, the same way, at the same rate can be deadly. • To work safely, workers must operate in an environment that provides the right amount of mental stimulation. Excessive boredom is as dangerous as excessive stress!

  10. WHAT CAN MANAGEMENT DO? There are some things managers can do to reduce the fatigue hazard in our mines... 1) CHANGE THE NATURE OF THE JOB 2) CHANGE THE JOB ENVIRONMENT 3) PROVIDE TRAINING TO ENHANCE COPING SKILLS 4) CHANGE THE WORK SCHEDULE

  11. CHANGING THE NATURE OF THE JOB • Allow equipment swaps. • Vary the haulage route or task. • Encourage exercise breaks.

  12. CHANGING THE JOB ENVIRONMENT 1) Install air conditioning. a) Control temperatures, reduce fatigue. b) Reduce dust exposure. c) Reduce noise exposure. 2) Provide one- and two-way radios. 3) Reduce noise and vibration. a) Improved seating b) Improved mufflers, cab acoustics 4) Provide facilities for hot meals, vending machines for healthy snacks and beverages.

  13. Providing Training to Enhance Coping Skills • Weight Control and Nutrition • Fitness and Aerobic Exercise • Drug and Alcohol Counseling, Employee Assistance Programs • Smoking Cessation • Sleep Strategies

  14. Options For Changing the Work Schedule 1) Lengthen the period of rotation. 2) Change from Backward rotation (Days to Nights to Afternoons) to Forward rotation (Days to Afternoons to Nights). 3) Allow some permanent night workers. 4) Use rapid rotation (1 or 2 shifts before rotating) where safety is not a major concern and errors can be tolerated.

  15. How to Change a Work Schedule 1) Construct a company-wide committee. 2) Evaluate schedule-related work problems, worker needs, and operational issues. a) Surveys and diaries b) Brainstorming sessions c) Consultants 3) Determine social and operational requirements. 4) Design alternative work schedules. 5) Evaluate the alternative work schedules.

  16. Circadian Rhythms? (Daily Biological Rhythms) Easily Accepted? Operational Needs? Weekends Off? Supervision? Seniority Rights? Commuting Time? Day Care Available? Social Time? Labor Costs? Legal Requirements? Easy to Remember? Training Time? Trading Shifts? Cover Absentees? Evaluating Work Schedules

  17. How to Change a Work Schedule 6) Choose three alternatives for a vote. 7) Make the change -- then evaluate. a) Surveys and diaries b) Brainstorming sessions c) Consultants 8) Inform your workers about the evaluation results. 9) Decide to keep, reject, or modify the schedule. 10) Train workers and their families on how to cope with shift work. 11) Reevaluate the schedule periodically.

  18. Key Factors in Adjustment Some miners will handle extended workweek schedules better than others. Some of the key factors are..... 1) Age (changes occur in mid-40’s) 2) General health, fitness, and obesity 3) Introversion vs. extroversion 4) Sleep flexibility vs. rigidity 5) Social orientation -- weekly activity planning vs. daily activity planning 6) Social time vs. sleep time priorities 7) Age of children

  19. Another Potential Problem: Unplanned Overtime What happens when there is an absence? Do you “double-out?” Suggestion: Split the overtime shift whenever possible. EXAMPLE: Curly works days (7 a.m. - 3 p.m.) Moe works afternoons (3 p.m. - 11 p.m.) Larry works nights (11 p.m. - 7 a.m.) PROBLEM: Moe calls in sick; was poked in the eye. What to do? SOLUTION: Curly works 4 extra hours, and Larry comes in 4 hours early. This prevents the problem of working 16 hours straight.

  20. Therefore.... As we increase work hours, managers must take care to prevent worker fatigue due to: chronic sleep deprivation, overexposures to environmental stressors, and excessive boredom or excessive work pressures. Remember, fatigue can supply the “human error link” which will allow accidents, injuries, and fatalities to occur. Can you think of ways to reduce the fatigue risk on your properties?

More Related