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Fatigue at Work

By: Safety Partnership Committee

Representatives from: Federal OSHA, Various State of Wisconsin and Federal Agencies, Insurance, Healthcare, and

Unions

Safety Partnership Mission

� The Department of Workforce Development Safety Partnership is a formal alliance with the Wisconsin OSHA area offices. It is a signed agreement whereby DWD and OSHA work collaboratively to improve the safety and health of Wisconsin workplaces using non-enforcement means. That means education, training and other outreach activities. In the case of the alliance’s work on fatigue, we have also solicited the input of representatives from state agencies, employer and employee organizations and the insurance industry.

Air Traffic Controllers Asleep!!!

Safety and Security Risk!

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Bus Crash Kills 5

� THURSDAY FEBRUARY 5, 2009 Last modified: Wednesday, February 4, 2009 10:43 AM CST

� NTSB takes further steps in bus crash case� On Oct. 16, 2005; Five people on board the bus carrying

members of the Chippewa Falls High School marching band died when the vehicle slammed into a Whole Foods Market semi truck that was overturned on Interstate 94 near Osseo.

� The agency studied the crash and found truck driver Michael Kozlowski fell asleep at the wheel due to fatigue, leading to the vehicle overturning.

� “In particular, it appears that the program was not supported by management strongly enough to impress upon Whole Foods drivers the risks associated with driving while fatigued and the necessity of applying fatigue information to work and rest practices.”

http://www.ntsb.gov/publictn/2008/HAR0802.pdf

Similar Accident 2008 – MN

� In the early morning darkness on April 5, Loren Ernst, the driver of one of two charter buses carrying Pelican Rapids High School band students home from Chicago, pulled into a rest stop in Menomonie, Wis.

� Ernst asked Jake Blotsky, the driver of the second bus, if he'd noticed whether Ernst's bus had been "drifting" over the fog line.

� When Blotsky said yes, Ernst, who had only had three hours of sleep in the 24 hours before embarking on the long drive, "said something to the effect of 'damn I'm getting tired,'" say felony charges filed Thursday in Wright County District Court.

� Less than two hours later, shortly before 6 a.m., Ernst's bus left the road near the Albertville Mall and crashed in a ditch, killing 16-year-old Jessica Weishair and injuring dozens of others, most of them teenagers.

� Ernst faces three counts of criminal vehicular homicide and two lesser driving-related felonies. The 69-year-old Moorhead man was driving 48 students and chaperones back from a spring band trip to Chicago.

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Goals and Objectives

� Awareness of Risk Factors Associated with Long Work Hours

� Site-Specific Evaluation of Risk Factors

� Identify Control Measures

QUESTION ????

Let’s assume that you are ESH (Environmental Safety & Health) Manager at a large facility and on this particular day, you are making a routine “walk-around” to see what operations are ongoing. You see an employee operating a large, costly piece of equipment. You ask the employee how he/she is doing.

The responds: “I’m OK, just a little tired”.What is your reaction?

A. You say, “OK just be safe”.B. You ask the employee to take a short break.C. You ask the supervisor if the worker is OKD. You ask the supervisor to remove the worker

from the task the employee is performing

??????????????????????????????????????????????????????????????

WHAT IS FATIGUE ?

● Fatigue – the inability of a human

to perform reasonable and necessary physical or mental activity.

● Muscular Fatigue – a buildup of

Carbon Dioxide and Lactic Acid in muscle tissue due to overexertion and producing discomfort, pain and loss of strength

● Mental Fatigue – a condition in which activity in the brain is depressed resulting in diminished neurophysiologic performance

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SYMPTOMS OF FATIGUE

● Irritability

● Complex Decision

Making Suffers

● Vigilance

Decreases

●Tolerance for Errors and Risk Increases

●Task Fixation

● Reaction Time Increases

● Inattentiveness

● Communication is Impaired

● Motivation Reduction

● Short Term Memory

Deteriorates

● Mood Deteriorates

● Microsleeps Occur

WHY SHOULD WE WORRY?

● Fatigued people are less able to respond to unusual or emergency conditions.

They are also more likely to take risks.

● A Western Australian (WA) transport company has recently been fined $3500

for the failure to have a Fatigue Management Plan as required by WA Workplace Safety Laws.

● The Baker Commission investigating the BP Texas City disaster in the US

recommended to BP the development of a Fatigue Management Plan.

● There have been several high-profile accidents where fatigue was identified as

either a causal or contributing factor. eg. Three Mile Island, Chernoble and Exxon Valdez. It was also cited as a component of the flawed decision-making that contributed to the Challenger Disaster.

Work Schedules: Shift Work and Long Work Hours

� Simon Folkard and David A. Lombardi

� http://www.cdc.gov/niosh/topics/workschedules/abstracts/folkard.html

0

13

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Workers’ Comp Cost vs. Degree of Fatigue

Shiftwork Practices 2007 Aguirre, A. and Moore-Ede, A. Circadian Information LP, Stoneham, MA www.circadian.com

Effects of Extending Hours on Nursing

� Is associated with a 50-170% increase in musculoskeletal disorders. 1

� Drowsy driving and increased risk of MVA2

� Increased risk of needle stick injuries when working more than 13 hour shifts 3

References:

1. Work-schedule characteristics and reported musculoskeletal disorders of registered nurse. Scand J Work Environ Health. 2002 Dec; 28(6): 394-401.

2. The relationship between nurse work schedules, sleep duration, and drowsy driving. SLEEP. 2007 30 (12): 1801-1807.

3. Work schedule, needle use, and needlestick injuries among registered nurses. Infect Control Hosp Epidemiol 2007 28:156-164.

AN ANALYSIS OF FATAL EVENTS INTHE CONSTRUCTION INDUSTRY

2009 (OSHA & U-Tenn)

� Table 4. Distribution of Fatal Construction Events by Hour, 2009� Hour Number of Events Percent� 0–1 3 0.6� 1–2 4 0.9� 2–3 1 0.2� 3–4 3 0.6� 4–5 0 0.0 First 8 Hours: 7.8 % � 5–6 3 0.6� 6–7 5 1.1� 7–8 18 3.8� 8–9 37 7.9� 9–10 51 10.9� 10–11 49 10.4 8-12 Hours = 37.7 %� 11–12 40 8.5� 12–13 33 7.0� 13–14 59 12.6� 14–15 62 13.2 WORST TIME BRACKET!!!!!� 15–16 29 6.2� 16–17 28 6.0� 17–18 13 2.8� 18–19 10 2.1� 19–20 3 0.6� 20–21 0 0.0� 21–22 9 1.9� 22–23 4 0.9� 23–24 6 1.3� ___� Total 470 100.0

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Contributing Factor to Injuries, Illness and Death

� Impaired Judgment: � Employee #1 was working on a highway bridge seismic retrofit

project. He was moving a gas welding cart to another location in the closed #1 lane, near the center line of the open lane, when he was struck by a north-bound automobile. Employee #1 suffered a dislocated hip and fractured leg. The cause of the accident was fatigue from working a double shift, which impaired Employee #1's judgment as to the proximity of the danger zone.

� Ergonomics: Musculoskeletal Disorder increase with longer work shifts and less time between shifts for recovery.

Contributing Factor to Injuries, Illness and Death

� Drugs-Medications

� Cause Drowsiness

� Pre-Existing Health Conditions

� Sleep Apnea

� Heat Stress-Dehydration

� Working outside all day – dehydrated and passes out during work

HOW BAD IS THE SLEEP PROBLEM ?

� 19% of adults report falling asleep at work.

� 18% of adults indicated that they have called in sick due to a poor nights sleep.

� 29% of adults indicated that they do not feel well rested when they get up for work.

� 27% of adults reported dozing off behind the wheel of an automobile.

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Studies on Alertness

Rotating shift workers� get the least sleep of all people who shift work.

� (Wurtman, 2008)

� Study examining rapidly rotating shift work� significantly lower cognitive performance

� slower speed on tasks

� poorer memory recall � (Rouch & Wild, et al, 2005.)

� Employee Turnover

� Absenteeism

� Impaired Decision Making

� Worksite Accidents

� Injuries to Others

� Liability and lost productivity through errors and omissions- rework and damaged goods

� Healthcare Quality

� Mental Health: Depression and Anxiety

What are the effects of fatigue due to long work hours ?

Background

� Prior to government intervention no limit on length of work shifts or hours per week.

� 1886: Unions set a goal to establish a “work day” as 8 hours per day.

� Fair Labor Standards Act in 1938: Required overtime to be paid for all hours after 40 in a week.

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COMPANY POLICY

Employers are left to set guidelines for their employees

� What are safe shift intervals?

� What constitutes a safe shift rotation schedule?

� What length should a shift be?

What is a “Work Day” today?

� Depends who you are!

� 5-8s

� 4-12s

� 5-4-9

� 24/48

� Swing or Rotating Shifts

� On Call

� Disaster Responder

� Self Scheduling

� Flex Hours or Flex Scheduling

3 Perspectives

� Employee

� Business (Industry)

� Employer/Human Resources

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Employee Perspective

� Better Pay (Shift Differential)

� Child or Adult Care Issues

� More Daylight Hours for Recreation

� Need Time to Attend School

� Perception of Slower Pace on Night Shift

� Perception of Less Direct Supervision

Employee Perspective

� Commuting Costs

� Gas Prices

� Flex Scheduling: Personal Free Time

� Secondary Employment

� Work Overtime for Special Purchases

� Mandated Job Requirement,

Midnight Sun or White NightsAlaska St. Petersburg

Extra daylight for outdoor projects, recreation, and travel.

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Business Perspective

� We live in a “24/7 society”

� Technology makes it possible to do many things simultaneously, at any time of day/night

� Operating expenses – many industries must operate 24 hours/day to minimize overhead costs

� Business need to provide services to accommodate the 24/7 society

� Disaster Response

� Storms, Power Restoration

� Katrina, World Trade Center, I-35 Bridge Collapse

Business Perspective

� Service Industries� Retail� Healthcare and Emergency Services

� 24/7 Mandated� Emergency: Trauma

� General Industry� Continuous Processes� Cyclical Operations (Peak Seasons)

� Construction� Night Road Work to Accommodate Traffic� “Turn Around” Heavy Industry� Deadlines: Penalties & Incentives

Employer/Human Resources

� Appears to be inescapable fact of life� Fast-paced society

� Competitive economy

� Productivity-Meeting Deadlines� Limiting Employment Roster

� Training Costs

� Benefits Costs

� Qualified Worker Available

� Energy Costs

� Off Peak Hours

� Days of Operation

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Government Regulations

� Most research � Truckers and Sleep

Deprivation

� Has translated into stricter laws governing the transportation industry� Trucking

� Aviation

� Railroad

� Law does little to guide design of industry work schedules to reduce stress and fatigue

Regulations

� Transportation Industry (DOT, FAA, RR…)� Link between sleep restriction and safety is much better established in the transport industry than in other industrial areas

� Driving a vehicle is a task with continuous demand for attention and immediate consequences for lapses

� More a public safety issue(Phillip & Akerstedt, 2006)

� Work schedules in business/industry� Left up to individual company � Subject to collective bargaining

Recognition of ProblemRecommendation of a “Plan”

� Chemical Safety Board - BP Texas City Explosion: March, 2005� Develop a Fatigue Management Plan

� http://www.csb.gov/completed_investigations/docs/CSBFinalReportBP.pdf pages 293-299

� http://www.csb.gov/completed_investigations/docs/Baker_panel_report.pdf

� The Mogford Report cites fatigue as one of the root causes of the Texas City accident:

� Some employees had worked up to 30 days of consecutive 12-hour shifts. The reward system (staff remuneration and union contract) within the site encouraged this extended working period without consideration of fatigue. There were no clear limitations on the maximum allowable work periods without time off.

� It has not been possible for the Investigation Team to directly attribute actions or inactions of the operators and supervisors to fatigue. However, this extended working period clearly has the potential to contribute to a lack of attentiveness, and slowness to identify and respond to process upsets.

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FATIGUE MANAGEMENT POLICY

RESPONSIBILITIES OF EMPLOYERS AND EMPLOYEES

EMPLOYERS

1.Must ensure that employees are informed about fatigue risks.

2. Inform employees how to participate in controlling risks

3. Identify risks associated with fatigue

4. Monitor system for fatigue hazard identification

5. Assess the fatigue risk

6. Develop control measures

EMPLOYEES

1. Report problems with fatigue

2. Recognize and report fatigue symptoms

3. Help establish reporting systems

4. Help assess fatigue risks

5. Help design control measures

6. Cooperate with control measures

7. Help manage individual factors which affect fatigue e.g., ensuring adequate rest between shifts

Worksite Risk IdentificationDo you have a problem?

� Trending/Tracking – Indicators/Metrics� OSHA 300 Log: TCR, DART, and DAWFII

� First Aid

� Near Miss – Accident Investigations ( Did you ask? )

� Quality Control: ISO perimeters

� Productivity

� Feedback� Employee Surveys

� Customer Complaints

� Rejected Product

Production Decreases w/ TimeOvertime vs. Productivity

Source: Nevison, J., Overtime Hours: The Rule Of Fifty; 2003

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HAVE YOU ENTERED THE “Drone Zone”

� Researchers have also documented a Drone Effectwhich describes individuals who become momentarilyfunctionally incapacitated, also known as“microsleeps.” These periods manifest as a fewseconds of open-eyed sleep, paralysis, blurred vision,or other effects of which the victim might be unawareexcept for a vague feeling of having missedsomething – parts of a conversation or a section ofhighway. Traveling at 70mph (113kph), a ridercovers 103 feet (31 meters) per second – that’s thelength of a football (football) field in just 3 seconds.

SYMPTOMS OF FATIGUE WHILE RIDING MOTORCYCLE

� Slow reaction time � VV Braking hard to avoid a hazard � VV Spilling drinks

� Reduced awareness/vigilance � VV Driving slower than normal � VV Being surprised by a passing car � VV Tailgating � VV Not seeing deer or other road hazards

� Impaired memory � VV Passing a gas stop when low on fuel � VV Forgetting your wallet after fueling � VV Forgetting your spouse’s birthday call

� Impaired decision-making � VV Not stopping to rest when tired � VV Taking an inappropriate route � VV Inability to choose from a diner menu

� Loss of situational awareness � VV Failing to recognize a stop sign or signal � VV Not putting the kickstand down � VV Failing to put feet down when stopping � VV Stopping in a high gear � VV Failing to ‘go’ when light changes � VV Inserting eye drops while wearing glasses

� Performance decrement � VV Inability to calculate purchase amounts � VV Inability to formulate routing plans � VV Failing to communicate with riding buddies � VV Fixating on a task

Some Signs & Symptoms of Fatigue

� Tasks taking longer than normal

� Difficulty with simple tasks:

� Picking wrong tool or wrench

� Slipping, tripping, falling

� Taking shortcuts

� Fixating on a task

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ASSESS FATIGUE RISKS

● Are too many consecutive night shifts worked?

● Is more than 8 hours required over night shift?

● Are difficult tasks undertaken on the night shift?

● Do night shift workers have difficulty getting

undisturbed sleep during the day?

● Does one shift involve more than 12 hours in a day?

ASSESS FATIGUE RISKS

●Do work hours exceed 50 hours in any 7 days?● Do unplanned schedules result from call-outs?● Is there enough time between shifts for adequate sleep?

● Is the break between shifts less than 10 hours?● Are breaks between shifts long enough for rest, refreshment and nourishment?

● Do shifts start or finish between midnight and 6 am?

● Are there split shifts?

ASSESS FATIGUE RISKS

● Are difficult tasks required at the start or end of split shifts?

● Do workers get sufficient notice of schedule changes?

• Is Fatigue Management taken into account onschedule changes?

● Do jobs involve repetitive or monotonous work?● Is the work physically demanding?● Is there time pressure due to a heavy workload?

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ASSESS FATIGUE RISKS

• Is the work fast paced or intensive?

● Can workers vary work pace or work tasks? Do workers have input on work design?

• Is high vigilance / or concentration required?

● Is significant travel to and from work necessary each day so that time for adequate sleep is reduced?

● Are long distance commutes necessary at the beginning of a work cycle?

What Can Be Done?

Tips for Employers: Breaks

� Allow frequent, short breaks (at least every 2 hours) for rotating shift workers.

� Brief rest periods� May reduce fatigue

� Output actually not reduced

� May increase output

� Increases job satisfaction� (American Academy of Sleep Medicine, 2002

� Occupational Health, 2005

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Tips for Employers: Exercise

� Provide exercise opportunities – especially toward end of shift

� We know exercise should be avoided before falling asleep because it keeps us awake

� Advice used to advantage� (American Academy of Sleep Medicine)

Tips for Employers: Environment

� Keep the workplace well-lighted and the temperature cool

� Air Quality:

� Carbon Dioxide

� Air Contaminates

� Noise Levels

� Shown to increase alertness at work

� (American Acedemy of Sleep Medicine, 2002)

Tips for Employers:End of Shift Safety

� Resident research

� Restorative power of naps (even 15-20 min.)

� Allow at end of shift?

� Before ride home?

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Tips for Employers: The Ride Home

� Much research available on drowsy driving

� High risk for fatal crashes after night shift work� Cab rides

� Reward car pooling

� Other transportation services

� (Cavallo & Mallory, 2004)

Tips for Employers: Checks-Reviews

Peer Check

This collaborative technique involves asking others to observe or check the behavior of the worker performing a critical step or series of steps to verify correct performance. This technique takes advantage of a fresh set of eyes not trapped by the performer’s mindset and is similar to double verification.

VerbalizeState out loud your thoughts and intentions before acting to enhance one’s attention and understanding of a RB or SB task and to allow coworkers the opportunity to challenge. In some cases verbalizing is accompanied by pointing to the device.

Fatigue vs. Blood Alcohol Level

“Fatigue-Alcohol studies have been replicated by a variety of researchers who have shown that, although there are some specific differences in levels of performance on industrial tests, alcohol and fatigue produce similar levels of performance degradation”

“Fatigue in Naval Aviation”, Capt. Nick Davenport, Contact, the Newsletter

Of the Society of U.S. Flight Surgeons, Vol 29, Nos. 2,3 & 4, April, July,

October, 2005, pg 3

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Tips for Employers:Education Opportunities

� Part of safety meetings

� Handout for employees

� Supervisor Awareness

FATIGUE CONTROL MEASURESHierarchy of Controls

� Hierarchy of Controls:� Engineering, Substitution, Elimination

� Work Practice-Administrative Controls� Scheduling Work Activity

� Scheduling Shifts

� Scheduling Breaks-Rest Periods

� Training

Guideline on Fatigue Management, Andrea Shaw, Australian Coal Association, Queensland, Australia, July 2003

FATIGUE CONTROL MEASURESEngineering, Substitution, Elimination

● Eliminate or limit night work

● Eliminate night shifts for particular jobs

● Eliminate the use of extended hours

● Eliminate repetitive, boring jobs

● Increase outsourcing

● Use alarms and monitors for those working alone

● Use heating and cooling to control ambient temperatures to support alertness

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FATIGUE CONTROL MEASURESWork Practices: Scheduling Work Activities

● Move as much activity as possible to day shift

● Schedule complex tasks for daytime

● Minimize administrative tasks done on night shifts

● Improve the order, speed, duration and the

length of shift cycle rotation

● Minimize work that has to be done between

midnight and 6 am.

FATIGUE CONTROL MEASURESAdministrative Controls: Scheduling Shifts

● Limit the number of consecutive night shifts

• Ensure adequate time off after night shifts

● Reduce working hours

● Control the lengths of shifts

● Limit the use of overtime, especially unscheduled overtime

● Monitor hours of work

● Reduce working hours

FATIGUE CONTROL MEASURESAdministrative Controls: Scheduling Shifts

● Reduce the number of consecutive day shifts

● Limit the use of standby and on-call duties

● Keep shift changes from causing excessive hours

● Schedule enough employees during peak times

and demands

● Provide adequate resources to cover breaks

● Reduce the use of split shifts

● Don’t start or finish between midnight and 6 am

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FATIGUE CONTROL MEASURESAdministrative: Breaks-Rest

● Allow time for naps during night shifts

● Increase the length of breaks between shifts

● EXERCISE – move around frequently during shift

● Allow for recovery between work periods

● Provide rest days

● Allow for family and social commitments between shifts and shift cycles

● Start work at long distance commutes on the day AFTER arrival and start travel home on the day AFTER the shift cycle is finished

● Provide more and longer breaks within work periods

FATIGUE CONTROL MEASURESTraining

● Provide training to allow multi-tasking and effective job rotation

● Make supervisors aware and allow supervisors to reschedule tasks if fatigue becomes a problem

● Ensure safe and efficient shift hand-over● Improve job control and other risk factors associated with stress

• Employee’s off duty time & sleep habits● Improve communications

Employee Awareness -Responsibilities

� Arrive to Work “Fit for Duty”

� Off Duty Hours

� Driving Home: Drowsy Driving

� 22-24% of all Crashes Related to Drowsiness

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Energy Drinks: Caffeine Content: WHERE and WHEN TO FIND IT, AND HOW TO AVOID IT

� Helps & Hurts: Stay Alert-like it or not!

� 100 mg Caffeine Tablet� Regulated by FDA w/ Warnings

� 500 mg Caffeine Drink – Unregulated!!!

� Concentration: mg/oz or ml� Coffee: 77-150 mg/6 oz

� Coca-Cola/Pepsi: 34.5-38 mg/can 12 oz

� Energy Drinks: 50-505 mg/can or bottle

Energy Drinks: Caffeine

� Postpone sleeps

� Increased Heart Rate & Blood Pressure

� Increased Tolerance to Caffeine

� Diuretic – Increase Dehydration

*** Strategic Use is Important ***

*** Young Individuals with SERIOUS

HEALTH ISSUES!!! ***

Where do we go from here?

� Conduct Worksite Analysis

� Survey to Assess if a Problem Exists & Extent

� Develop a Strategy

� Implement Appropriate Control Measures

� Continue to Monitor Effectiveness of Program

� Sharing “Best Practices” in a Variety of Industries and Situations

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Fatigue at WorkIs there a problem???

� "Would you assist us in collecting information about workplace fatigue?

� Please Take a Survey:

� http://www.safetypartnership.blogspot.com/

http://www.safetypartnership.blogspot.com/

http://www.safetypartnership.blogspot.com/

Thru 10/31/09

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The Cost of Fatigue

The Cost of Fatigue

Excerpts from Comments

� .... pushed a wrong button causing a roll to fall onto the floor

� I have not been able to list fatigue as a primary factor in any incident, but it has been a contributing factor in more than half of our incidents. Drugs and alcohol have not been a factor in any incidents this year.

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Excerpts from Comments

� Employee tired and took a short cut to save time. Hurt self.

� Our maintenance personnel are required to plow snow. They come in up to 6 or 7 hours before their regular shift is to start and plow until around 7:00 am (regular shift start) and then work their regular shift.

Excerpts from Comments

� Employee was working long hours and forgot to lock out a machine for simple maintenance.

Excerpts from Comments

� Linemen working storm damage and after several days of working their attention and focus suffer and they start with slip, trips, and falls are the most common indicator that crews are exceeding their limits.

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Excerpts from Comments

� just being tired and ending up running into things, dropping things, not seeing the issues

� People run into things, are not as focused as they need to be.

� Mistakes were made and accuracy was reduced. Loss of creditability followed.

Comment from Dairy Farmer

� Know the Skill Set and Limitation of Employee

� Long Hours

� Unpredictable

� Don’t force Worker

past their limits

Commuting and Fatigue

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Excerpts from CommentsTraveling & Commuting

� Commuting to jobs from home or temporary lodging adds

considerable time to the work day, which leads to fatigue.

Some members of management travel extensively, which puts them in the position of needing to drive in unfamiliar

places during extended work weeks.

� An example is a crew in D.C travels 45 miles (1-2 hours) to

find affordable housing. When they work compressed

schedules, they may spend close to 14 hours working and traveling.

� An employee just coming off the night shift apparently dozed, struck several

cars and a concrete pillar in the parking

structure.

Excerpts from CommentsTraveling & Commuting

� When we had 3 day 12 hour work shift week, several employees would take a nap in their parked cars before driving home because they felt so fatigued. This was one of the reasons we ended the 12 hour shift schedule.

� There are days that I don't remember the drive home

� We work at remote locations and although our employees are allowed to stay over - some chose to drive back. They are not worth much the next day. Errors become a problem throughout the day

Excerpts from CommentsStrategies Being Used

� More Advanced Notice for Extra Hours

� Staff lounge has recliners for rest naps. That action is not discouraged.

� More Scheduled Breaks (however, not always possible), Get up & Walk Around

� Increased Training and Awareness: On and Off the Job, Newsletter, Articles, etc

� Carpooling, Staying Shift to Rest, Pull over

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Excerpts from CommentsStrategies Being Used

� In periods of hot or very cold weather we have work-rest cycles that we follow.

� It is mandated that no worker shall work more than 12 hours during a 24 hour period. Furthermore any worker who has worked their 12 hours must rest for at least 12 hours before reporting back to work.

� EXERCISE, EAT HEALTHY, AND GET 8 HRS OF SLEEP!

References

� “Fatigue in Naval Aviation”, Capt. Nick Davenport, Contact, the Newsletter Of the Society of U.S. Flight Surgeons, Vol 29, Nos. 2,3 & 4, April, July, October, 2005, pg 3

� National Sleep Foundation website: www.sleepfoundation.org

� Semi-Bus Accident: Osseo, WI October 16, 2005

http://www.ntsb.gov/Pressrel/2008/080916b.html

� Guideline on Fatigue Management, Andrea Shaw, Australian Coal Association, Queensland, Australia, July 2003

� American Academy of Sleep Medicine http://www.aasmnet.org/

� Kerin, A. (2004). Shiftwork practices 2004. Circadian Technologies, Lexington , MA .

� NIOSH: http://www.cdc.gov/niosh/topics/workschedules/

References

� Chemical Safety Board� BP Texas City Explosion: March, 2005

� http://www.csb.gov/completed_investigations/docs/CSBFinalReportBP.pdfpages 293-299

� http://www.csb.gov/completed_investigations/docs/Baker_panel_report.pdf

� The Mogford Report cites fatigue as one of the root causes of the Texas City accident:

� Some employees had worked up to 30 days of consecutive 12-hour shifts. The reward system (staff remuneration and union contract) within the site encouraged this extended working period without consideration of fatigue. There were no clear limitations on the maximum allowable work periods without time off.

� It has not been possible for the Investigation Team to directly attribute actions or inactions of the operators and supervisors to fatigue. However, this extended working period clearly has the potential to contribute to a lack of attentiveness, and slowness to identify and respond to process upsets.

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Contributing Members

� OSHA – Occupational Safety and Health Administration,

� DWD-Worker Compensation, State of Wisconsin

� DOA- Dept. of Administration, State of Wisconsin

� DHS-Dept. of Health Services, State of Wisconsin

� WisCon State Consultation,

� 115th Fighter Wing

� WHA-Wisconsin Hospital Association

� Jim Lombardo, Audiologist

� SEIU,

� AFL-CIO,

� Johnson Insurance,

� American Family Insurance,

Special Thanks To:

� Mary Beatty, Nurse Practitioner

Saints Health Services for Business

an affiliate of St. Michael's Hospital

� R. E. McClay CSP 724-388-6661

remcclay@auxmail.iup.edu

Contact Person: Mary Bauer, 715-832-9019

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Revision / Modification History

� 10-18-08: Original Generic� 2-18-09: Chicagoland Construction

� Added Survey Results� Band Bus Crash Intro

� 3-10-09: Website Version� Updated Survey� Info from Chicagoland Conference

� 5-11-09: VPPPA� Updated Survey and Comments� Peer/Verbal Review as Tips

Revision / Modification History

� 7/31/09: Updated Survey for WSC Presentation.

� 11/29/09: Updated Survey for Prevention Presentation.

� 4/26/10: WSC

� 6-1-10: VPPPA: Circadian Cost Slide; added production, white nights, clip art, caffeine slides.

� 6-1-11: VPPPA: Air Traffic Controllers