ALERTNESS SYSTEMS cc

011 867 3005

RISK MANAGEMENT

MANAGING THE RISK OF ACCIDENTS BY IDENTIFYING HIGH

RISK EMPLOYEES

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PERCEPTUAL REACTION TO A POTENTIALLY UNSAFE SITUATION

TAKING EFFECTIVEACCIDENT PREVENTIVE

ACTION

RECOGNIZE DECIDE

REACT

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INDIVIDUAL PERCEPTUAL ALERTNESS:

PERCEPTUAL ALERTNESS VARIES NORMALLY FROM

PERSON TO PERSON AND WE…

ADAPT OUR REACTIONS ACCORDINGLY AND FEEL IN CONTROL OF OUR LIVES

BUT FROM TIME TO TIME WE HAVE AN OFF DAY !!

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FACTORS WHICH REDUCE OUR PERCEPTUAL

ALERTNESS TEMPORARILY:

• ANXIETY • WORK STRESS• FATIGUE• ILLNESS• SUBSTANCE ABUSE

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BASIC CONDITIONS OF EMPLOYMENT ACT…CODE OF GOOD

PRACTICE - SEC 87(1)(A)SAFETY AND HEALTH RISKS ASSOCIATED WITH

WORKING TIME:

1. EMPLOYER:• ASSESSMENT OF HAZARDS AND RISKS• IMPLIMENT MEASURES TO CONTROL OR

ELIMINATE • TRAIN AND SUPPLY INFORMATION TO

EMPLOYEES

2. EMPLOYEE:• TAKE STEPS TO PROTECT OWN AND OTHERS’

HEALTH AND SAFETY Next

THE ALERTNESS INDEX SYSTEM..

• WILL ENABLE YOU TO FIND OUT HOW PERCEPTUALLY ALERT YOUR EMPLOYEES ARE GENERALLY

• WILL HELP YOU TO SPOT WHEN SOMEONE IS NOT AS ALERT AS USUAL

• AND MAYBE SUGGEST WHEN AND WHY THIS HAPPENS

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PERCEPTUAL REACTION TO A POTENTIALLY UNSAFE SITUATION

TAKING EFFECTIVEACCIDENT PREVENTIVE

ACTION

RECOGNIZE DECIDE

REACT

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MEASURING PERCEPTUAL ALERTNESS

INDIVIDUAL MUST REACT TO A SERIES OF HUMAN FIGURES:

RECOGNIZE

DECIDE

REACT

ORIENTATION OF FIGURE

POSITION OF OBJECT IN HAND

ACCURACY AND SPEED

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HOW DOES IT WORK ?

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LEFT RIGHT

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LEFT RIGHT

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LEFT RIGHT

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LEFT RIGHT

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LEFT RIGHT

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LEFT RIGHT

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ASSESSING THE RISK

INDIVIDUAL PERFORMANCE

ACCURACY

COMPARED TO OWN BASELINE

NORM

COMPARED TO POPULATION

NORM

INDIVIDUAL PERFORMANCE

SPEED

GO / NO-GO

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REPORTING DATA

CURRENT TEST

POP. COMPARISON

ORG. SUMMARY

VENDOR DRIVEN

ADMINISTRATOR

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REPORTING STRUCTURE

1

2

3

4

5

6

DESCRIPTIVE INFORMATION:GROUP DEMOGRAPHICSINDIVIDUAL RANKINGS

STARS AND DOGS

WEAKNESSES AND THREATS:IMPROVEMENT ACTIONSSELECTION STRATEGIESIR AND DEVELOPMENT

STRATEGIESREGRESSIVE INDIVIDUALS:LONGITUDINAL DEMOGRAPHICS

LINEAR REGRESSIONTIME PATTERNSOUTCOMES

MONITORING:GOAL MONITORING

PROGRESS IMPROVEMENTSTABILIZATION/

RENEWAL

STRATEGIC IMPROVEMENT GOALS:STRENGTHS AND OPPORTUNITIES

WEAKNESSES AND THREATSKEY MANAGEMENT INDICATORS STRENGHTS AND OPPORTUNITIES:

ENHANCEMENT ACTIONSSELECTION ACTIONS

DEVELOPMENT ACTIONS

6 MONTH PHASES

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BENEFITS OF USING THE FATIGUE-O-METER SYSTEM:

MANAGE ONE OF THE PRIMARY CAUSES OF OCCUPATIONAL ACCIDENTS

IMPROVED INSURANCE CLAIM HISTORY

COST EFFECTIVE AND OBJECTIVE ALTERNATIVE TO INSPECTION AND INTRUSIVE MEASURES

IMPROVED PLACEMENT AND TASK ALLOCATION DECISIONS Next

TRIAL RESULTS

• RELIABILITY• ACCIDENT PRONE BAKERY VAN

DRIVERS• ACCIDENT PRONE PLANT

PERSONNEL• ADVANCED DRIVER PROFILES• ACCIDENT COST MANAGEMENT

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STATISTICAL RESULTS (S = 7200):

TEST INTERNAL CONSISTENCY

KR20

ITEM-TOTAL CORRELATION

R

TOTAL TEST 0.84 0.35

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BAKERY VAN DRIVER RESULTS

ERRORS

RESPONSE

BAKERY VAN DRIVERS

JUDGMENT ERRORS AND RESPONSE TIME

-2

2

6

10

14

18

22

RANKING OF DRIVERS

HIGH ERROR/SLOW

RESPONSE TIME

LOW ERROR/FAST

RESPONSE TIME

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BAKERY VAN DRIVER RESULTS

ERRORS

RESPONSE

BAKERY VAN DRIVERS

JUDGMENT ERRORS AND RESPONSE TIME

-2

2

6

10

14

18

22

RANKING OF DRIVERS

HIGH ERROR/SLOW

RESPONSE TIME

LOW ERROR/FAST

RESPONSE TIME

AVERAGE ERRORS

AVERAGE SPEED

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BAKERY VAN DRIVER RESULTS

ERRORS

RESPONSE

BAKERY VAN DRIVERS

JUDGMENT ERRORS AND RESPONSE TIME

-2

2

6

10

14

18

22

RANKING OF DRIVERS

HIGH ERROR/SLOW

RESPONSE TIME

LOW ERROR/FAST

RESPONSE TIME

AVERAGE ERRORS

AVERAGE SPEED

This organization has been using the Fatigue-o-meter since September 2006…Themba Nkosi

their Transport Manager: “We have not had an accident since September”

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PLANT PERSONNEL COMBINED RANK ORDERINGSR

AN

K O

RD

ER

ING

10

30

50

70

90

110

130

Cas

e 1

Cas

e 2

Cas

e 3

Cas

e 4

Cas

e 5

Cas

e 6

Cas

e 7

Cas

e 8

Cas

e 9

Cas

e 10

Cas

e 11

Cas

e 12

Cas

e 13

Cas

e 14

Cas

e 15

Cas

e 16

Cas

e 17

Cas

e 18

Cas

e 19

Cas

e 20

Cas

e 21

Cas

e 22

Cas

e 23

Cas

e 24

MEAN RANKING

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PLANT PERSONNEL COMBINED RANK ORDERINGSR

AN

K O

RD

ER

ING

10

30

50

70

90

110

130

Cas

e 1

Cas

e 2

Cas

e 3

Cas

e 4

Cas

e 5

Cas

e 6

Cas

e 7

Cas

e 8

Cas

e 9

Cas

e 10

Cas

e 11

Cas

e 12

Cas

e 13

Cas

e 14

Cas

e 15

Cas

e 16

Cas

e 17

Cas

e 18

Cas

e 19

Cas

e 20

Cas

e 21

Cas

e 22

Cas

e 23

Cas

e 24

MEAN RANKING

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BR_ACC

OTH_ACC

ERROR DISTRIBUTION COMPARISON

-2

2

6

10

14

18

22C

ase

1C

ase

2C

ase

3C

ase

4C

ase

5C

ase

6C

ase

7C

ase

8C

ase

9C

ase

10C

ase

11C

ase

12C

ase

13C

ase

14C

ase

15C

ase

16C

ase

17C

ase

18C

ase

19C

ase

20C

ase

21C

ase

22C

ase

23C

ase

24C

ase

25C

ase

26C

ase

27C

ase

28C

ase

29C

ase

30C

ase

31

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BR_SPD

OTH_SPD

RESPONSE TIME COMPARISON

0

1

2

3

4

5

6

7

8

9

Cas

e 1

Cas

e 2

Cas

e 3

Cas

e 4

Cas

e 5

Cas

e 6

Cas

e 7

Cas

e 8

Cas

e 9

Cas

e 10

Cas

e 11

Cas

e 12

Cas

e 13

Cas

e 14

Cas

e 15

Cas

e 16

Cas

e 17

Cas

e 18

Cas

e 19

Cas

e 20

Cas

e 21

Cas

e 22

Cas

e 23

Cas

e 24

Cas

e 25

Cas

e 26

Cas

e 27

Cas

e 28

Cas

e 29

Cas

e 30

Cas

e 31

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In cooperation with Subaru (SA)

ADVANCED DRIVER TRAINING

REACTION TIME IN MILLISECONDS CORRECTED FOR ERRORS

4400

4800

5200

5600

6000

6400

6800

7200

START 08H00 SKIDPAN 11H00 LUNCH 14H00 HI_SPEED 16H00

First attempt at the response test Improvement

after skidpan exercises

Recovery after 40 min rest. Fastest response rates

Severe deterioration after 3 – 4 high speed laps of 1.3 km

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Correlations between driver fatigue and measure of driving accuracy

CO

RR

EL

AT

ION

S

0.38

0.40

0.42

0.44

0.46

0.48

0.50

0.52

START SKIDPAN LUNCH HI_SPEED

Driving skill in negotiating an

obstacles course

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COST OF ACCIDENT MANAGEMENT

• TWO BULK CARRIER SITES EMPLOYING 150 DRIVERS

• 6 MONTHS OF RECORDS• ACCIDENT STATISTICS

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SITE A:

AVE_RESP

AV_ERR

RESP_VAR

ERR_VAR

SITE A

1.2

1.6

2.0

2.4

2.8

3.2

3.6

4.0

Case 1Case 2

Case 3Case 4

Case 5Case 6

Case 7Case 8

Case 9Case 10

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SITE B:

AVE_RESP

AV_ERR

RES_VAR

ERR_VAR

SITE B

1.4

1.8

2.2

2.6

3.0

3.4

3.8

4.2

Case 1Case 2

Case 3Case 4

Case 5Case 6

Case 7Case 8

Case 9Case 10

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SUMMARY OF ACCIDENT COSTS ON SITES A AND B OVER THE SAME PERIOD

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COST STRUCTURE

• ONCE OFF START-UP COST:R 1 500.00 (VAT EX)

• COST PER PERSON:R Neg pm (VAT EX)

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WHAT DO YOU GET?

1. A METHOD FOR AVOIDING THE APPOINTMENT OF PERCEPTUALLY UN-ALERT RECRUITS.

2. EARLY WARNING WHEN AN INDIVIDUAL PERFORMS SIGNIFICANTLY WORSE THAT HIS/HER BASELINE.

3. TREND AND PATTERN ANALYSIS..INDIVIDUAL AND GROUP.

4. GROUP COMPARISONS WITH OTHER GROUPS AS WELL AS EXTERNAL POPULATION.

5. OBJECTIVE AND PROFESSIONAL PSYCHOLOGICAL GUIDANCE TO ACHIEVE BEST PRACTICE HUMAN RISK MANAGEMENT

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WHAT NEXT ?

• EQUIPMENT NEEDED..WINDOWS PC AND PRINTER..INTERNET CONNECTIVITY

• REGISTRATION AND START-UP CD• START-UP COST R 1 500.00 (VAT EX) AND

R Neg (VAT EX) PER EMPLOYEE TO BE TESTED DURING IST MONTH

• 1-5 BASE-LINE TESTS PER EMPLOYEE. UNLIMITED TESTING CAPACITY DURING THE MONTH

• THEREAFTER R Neg (VAT EX) P/P/M INVOICED MONTHLY IN ADVANCE, SUBJECT TO ANNUAL PRICE REVIEW ON 1 JANUARY.

Next

ALERTNESS SYSTEMS cc

011 867 3005

RISK MANAGEMENT

MANAGING THE RISK OF ACCIDENTS BY IDENTIFYING HIGH

RISK EMPLOYEES

Next

DRIVER TEST DATA PATTERN

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