module 2 safety culture and management practices
DESCRIPTION
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 PresentationTRANSCRIPT
NAFMP | North American Fatigue Management ProgramCopyright copy 2012
1
Module 2Safety Culture and
Management Practices
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
NAFMP | North American Fatigue Management ProgramCopyright copy 2012
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
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
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
NAFMP | North American Fatigue Management ProgramCopyright copy 2012
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
NAFMP | North American Fatigue Management ProgramCopyright copy 2012
29
Lesson 3 Strategies for Engaging and Empowering Staff and Generating Commitment in the FMP
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
-
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
-
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
-
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
-
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
-
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
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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
-
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
-
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
-
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
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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
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
-
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
-
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
-
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
-
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
-
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
-
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
-
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
-
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
-
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
-
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
-
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
-
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
-
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
-
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
-
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
-
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
-
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
-
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
-
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
-
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
-
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
-
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
-
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
-
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
-
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
-
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
-
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
-
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
-
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
-
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
-
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
-
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
-
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
-
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
-
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
-
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
-
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
-
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
-
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
-
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
-
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
-
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
-
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
-
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
-
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
-
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
-
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
-
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
-
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
-
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
-