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BSAeE 3-2 > HFAS > Flashcards

HFAS Flashcards

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1
Q

Two types of Cost

A

Human and Economic Cost

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2
Q

terms that are the effects of accident to a worker

A

disability
loss of income
change in social life
death

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3
Q

Two types of economic cost

A

direct and indirect

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4
Q

It is a conceptual tool used to analyze the interaction of multiple system components, it provides a basic depiction of the relationship between humans and other workplace components.

A

Shell model

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5
Q

four components of shell model

A

software
hardware
environment
liveware

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6
Q

The critical focus of the model is the human participant, or Liveware,
the _____________ component in the system, the front
line of operations.

A

most critical and most flexible

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7
Q

Humans do not ________ perfectly with the various components
of the world in which they work.

A

interface

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8
Q

This interface refers to the relationship between the human and the
physical attributes of equipment, machines, and facilities.

The
human-technology interface is generally regarded in aviation operations
concerning human performance, and there is a normal human tendency
to respond to ______ malfunctions.

A

Liveware - Hardware (L-H)

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9
Q

__________ is the collective term that
refers to laws, rules, regulations, manuals, checklists, publications,
standard operating procedures (SOPs), and computer software.

A

Software

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10
Q

This interface is the relationship between the human and the supporting
systems found in the workplace.

To achieve safety, effective operation between __________, it is
essential to ensure that the software can be implemented. Also, it
involves issues such as experience recurrence, precision, format and
presentation, vocabulary, clarification, and symbology.

A

Liveware - Software (L-S)

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11
Q

This interface is the relationship among persons in the work environment.

It is necessary to note that communication and interpersonal skills and group dynamics
play a role in deciding human performance, given that flight crews, air traffic
controllers, aircraft maintenance engineers, and other operational staff work
collaboratively.

The development of crew resource management (CRM) and its
extension to air traffic services (ATS) and maintenance operations have emphasized
handling operational errors across several aviation domains.

A

Liveware - Liveware

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12
Q

It is a set of training procedures for use in environments where human error can have devastating effects. This is primarily used for improving aviation safety and focuses on interpersonal communication, leadership, and decision making in aircraft cockpits.

A

Crew Resource Management or Cockpit resource Management (CRM)

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13
Q

Founder of Crew Resource Management

A

David Beaty

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14
Q

What did David Beaty write?

A

The Human Factor in Aircraft Accidents

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15
Q

David Beaty was a former _____

A

Royal Air Force and a BOAC pilot

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16
Q

The interaction between the person and both the internal and external
environments is involved in this interface.

The interaction between the human internal and external
environment is also involved in this interface.

A

Liveware - Environment

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17
Q

Physical factors such as temperature, ambient light, noise, vibration, and air quality are included in __________

A

Internal Workplace Environment

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18
Q

Operational factors such as
weather, aviation facilities, and terrain are included in the __________.

A

External Environment

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19
Q

_____________ may either be caused by the L-E interaction
or derive from external secondary sources, including sickness, exhaustion, financial
uncertainties, and relationship and career issues.

A

Psychological and physiological forces

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20
Q

According to the SHELL Model, a ________ between
the Liveware and the other four components
contributes to human error. Thus, these
interactions must be assessed and considered in all sectors of the aviation system.

A

mismatch

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21
Q

It consists of Human, Machine, Medium,
Mission and Management, it represents another valuable visual conceptual model for examining the nature of accidents

A

The 5-Factor Model

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22
Q

It is a deliberate act or omission to deviate from established procedures, protocols, norms, or practices

A

violation

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23
Q

It is an unintentional action, inaction or departure from procedures and regulations

A

error

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24
Q

what is the difference between errors and violations

A

intent

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25
two types of error
slips and lapses mistakes
26
These are failures in the execution of the intended action.
Slips and lapses
27
These are action that do not go as planned
slips
28
these are memory failures
lapses
29
These are failure in the plan of action
Mistakes
30
What is the cause of errors?
Limitations in our information processing capabilities and/or skill sets, attention, resources, knowledge, memory, and motor skills
31
What are the result of errors?
An incorrect decision / action omission or recognition of feedback
32
How can you manage errors?
Reduction Strategies Capturing Strategies Tolerance Strategies
33
it reduces or prevent errors
reduction strategies
34
it trap errors before they do any harm
Capturing Strategies
35
It make our systems error tolerant
Tolerance Strategies
36
Error Management (Defences)
Error Reduction Error Capture Error Tolerance
37
It aims at avoiding the error completely. It is possible only in some specific cases and, almost without exception, requires design-based solutions.
Error Prevention
38
IT aims at minimizing both the likelihood and the magnitude of the error.
Error Reduction
39
It aims at making errors apparent as fast and as clearly as possible, thereby enabling recovery.
Error Detection
40
It aims at making it easy to rapidly recover the system to its safe state after an error has been committed.
Error Recovery
41
It aims at making the system better able to sustain itself despite the error, i.e., minimizing the consequences of errors.
Error Tolerance
42
To further complicate the issue, while violations are intentional acts, they are not always acts of ________.
malicious intent
43
two types of violations
situational and routine
44
These violations violations are committed in response to factors experienced in a specific context, such as time pressure or high workload.
Situational violations
45
These violations become the normal way of doing business within a workgroup. Such violations are committed in response to situations in which compliance with established procedures makes task completion difficult.
Routine Violations
46
these may continue without consequence, but over time they may become frequent and potentially severe consequences.
drift
47
These violations may be considered as an extension of routine violations. This type of violation occurs when an organization attempts to meet increased output demands by ignoring or stretching its safety defenses.
Organizationally induced
48
Factors that increase the probability of violations, this set of factors are sometimes called the 'lethal cocktail'
Expectation Powerfulness Opportunities Poor planning and preparation
49
4 forms of violation management
Establish channels for people to communicate difficulties and to discuss solutions Analyze existing violations and assess current violation potential Reduce violations through good leadership and planning Management and employees should know their responsibilities
50
It is characterized by the beliefs, values, biases, and resultant behavior shared by members of a society, group, or organization. An understanding of these cultural components, and the interaction between them, is essential to safety management.
Culture
51
Three most influential cultural components are:
organizational, professional, and national cultures
52
The mix of cultural components may vary significantly among _______ and can negatively influence effective hazard reporting, collaborative root-cause analysis, and acceptable risk mitigation.
organizations
53
___________ in safety performance is possible when safety becomes a value within an organization and a priority at the national or professional level.
Continuous improvement
54
It refers to the characteristics and safety perceptions among members interacting within a particular entity. Organizational value systems include prioritization or balancing policies covering areas such as productivity versus quality, safety versus efficiency, financial versus technical, professional versus academic, and enforcement versus corrective action.
Organizational Culture
55
Through personnel selection, education, training, on-the-job experience, peer pressure, etc., professionals tend to adopt the value system and develop behavior patterns consistent with their peers or predecessors.
Professional culture
56
Professional culture differentiates _________
professional groups characteristics
57
An ___________ reflects professional groups' ability to differentiate between safety performance issues and contractual or industrial issues. A healthy professional culture may be characterized as all professional groups' ability to address safety performance issues collaboratively.
effective professional culture
58
It differentiates the characteristics of nations, including the individual's role within society, how authority is distributed, and national priorities concerning resources, accountabilities, morality, objectives, and different legal system. From a safety management perspective, national culture plays a large part in determining the nature and scope of regulatory enforcement policies, including the relationship between regulatory authority personnel and industry personnel and the extent to which safety-related information is protected.
National Culture
59
It emerges from personnel beliefs about and attitudes toward the benefits and potential detriments of reporting systems and the ultimate effect on their acceptance or utilization of such systems.
Reporting culture
60
A ______________ aims to differentiate between intentional and unintentional deviations and determine the best course of action for both the organization as a whole and the individuals directly involved.
healthy reporting culture
61
A culture that fails to distinguish unintentional errors/mistakes from acts of willful misconduct will inhibit the ____________.
reporting process
62
a voluntary reporting system should be ______________.
confidential and operated following appropriate non-punitive policies
63
The system should also provide _________ to personnel on safety improvements achieved due to the reports received.
feedback
64
____________ should be collected solely to improve aviation safety, and information proception is essential in ensuring the continued availability of information.
Safety information
65
a safety reporting system must be
confidential, voluntary, and non-punitive
66
when was the turning point for safety culture
September 11, 1991 - Continental Express Flight 2574
67
this can be very simply defined as an organizational commitment to safety at all levels of operation
Safety Culture
68
Who defined Safety Culture as the set of enduring values and attitudes regarding safety issues, shared by every member of every organization level.
EASA ECAST safety management system and safety culture working group
69
What AC stated that one key aspect essential to safety performance is the organization's culture.
FAA Advisory Circular, 120-92B (2015)
70
A safety culture cannot be effective unless it is embedded within an ______________, where the ultimate responsibility rests with the organization's management (ICAO 2013).
organization's own culture
71
___________ where everyone is aware of their roles concerning safety and all in the organization are truly committed to safety
Positive safety culture
72
A prerequisite for a positive safety culture is _____________.
good information
73
The organization should encourage disclosure of error without fear of reprisal/punishment, yet it should also demand accountability on employees and management alike.
open reporting
74
The organization should identify systemic errors, implement preventative, corrective action, and exhibit intolerance of undesirable behaviors such as recklessness or willful disregard for established procedures.
Just Culture
75
The involvement of line personnel and all management levels in functions dealing with aviation safety, including the accountable executive, are critical to effective safety management throughout an organization.
Personnel Involvement
76
The effective use of all safety information assures informed management decision-making.
Use of Information
77
The organization expects direct management involvement in identifying hazards and managing risk.
Commitment to Risk Reduction
78
Processes that provide vigilance of ongoing operations and the environment to ensure the effectiveness of risk controls and awareness of emerging hazards.
Vigilance
79
Using information effectively to adjust and change reduces risk and a willingness to commit resources to make changes necessary to reduce risk.
Flexibility
80
The organization learns from its failures and those of allied and similar businesses. The organization uses acquired data to feed analysis processes, yielding information that can be acted upon to improve safety.
Learning
81
Three types of culture that Westrum created
Pathological, Bureaucratic, and Generative,
82
The organization cares less about safety than about not being caught.
Pathological
83
The organization looks for fixes to accidents and incidents after they happen.
Reactive
84
The organization has systems to manage hazards; however, the system is applied mechanically. Staff and management follow the procedures but do not necessarily believe those procedures are critically important to their jobs or the operation.
Calculative
85
The organization has systems in place to manage hazards, and staff and management have begun to acquire beliefs that safety is genuinely worthwhile
Proactive
86
Safety behavior is fully integrated into everything the organization does. The value system associated with safety and safe working is fully internalized as beliefs, almost to the point of invisibility.
Generative
87
True safety culture transcends the ____________.
calculative level
88
This is a systematic approach to managing safety, including the necessary organizational structures, accountability, responsibilities, policies and procedures.
Safety Management System
89
Four pillars of SMS
Safety Policies & Objectives (SPO) Safety Risk Management (SRM) Safety Assurance (SA) Safety Promotion (SP)
90
The state in which risks associated with aviation. activities, related to, or in direct support of the operation of aircraft, are reduced and controlled to an acceptable level.
Safety
91
A condition or object with the potential of causing injuries to personnel, damage to equipment or structures, loss of material, or reduction of ability to perform a prescribed function.
Hazard
92
The predicted probability and severity of the consequences or outcomes of a hazard.
Safety Risk
93
It defines the requirement of the state for an organization to establish a safety program in order to achieve an acceptable level of study
PCAR Part 9
94
Title of PCAR part 9.7
Safety Management
95
PCAR part 9 title
Air Operator Certification and administration
96
ICAO defines SMS guidance in the _________ "Safety Management Manual" used for the development and implementation of: State Safety Program Operators SMS
Doc 9859

BSAeE 3-2 (35 decks)

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