Human Factors in Aviation Considers Time Pressure and Deadlines

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Introduction

Any pressure we feel can lead to stress and stress can lead to human error. Current minimum turn-around times place additional pressure on maintenance staff and create a challenge for any defects which are found and the steps which need to be taken.

For a discovered defect there is an underlying pressure placed on the technician whether to delay the aircraft or not. Do we really want him to delay the aircraft for every problem found? Whilst everything should be done according to the procedures laid down we see pressure all around both from within and above.

Time Pressure or Self-Imposed

Consider that there are essentially two types of pressure: actual pressure and self-imposed pressure.

The first of course is real pressure, applied directly or indirectly, for the task to be completed in a given time. On the other hand, individuals or teams may feel self-imposed pressure to complete a task within a given time, even when the time available may be unrealistic or the task may not be achievable with the allocated resources and time frame.

The definition of self-imposed is something that you require or expect of yourself, rather than something required by another so our way of dealing with self-imposed time pressure is somewhat different to how we can deal with external time pressure for example for commercial reasons.

For an individual, the self-imposed pressure is real. For them, it is no different from any actual pressure being applied to the completion of the task. All pressure (self-imposed or otherwise) will affect the performance of those subjected to it.

Time Pressure Error Drivers

Inappropriate pressure applied to an individual or to a maintenance team to expedite a task may create a safety risk.

Both actual and self-imposed pressure can be significant drivers for error and taking maintenance short cuts.

Thus, the time pressure experienced by the technician on the ramp may partly be due to the fact that he is doing more than is expected of him.

How can inappropriate actual or self-imposed pressure be managed? (Best Practice)

Allocate appropriate time for all maintenance tasks.

Whenever possible to carry out a comprehensive pre-task briefing to outline the task priorities. Ensure open two-way communication to identify and mitigate the effects of pressure on performance and behaviour.

Always communicating any problems encountered during the task is vital, particularly when you cannot complete the task safely because insufficient time and resources have been allocated.

When you hit a block or hurdle always:  

▪ Ask for help
▪ Communicate the reason for the problem
▪ Do not deviate from procedures or take short cuts because of time pressure
▪ Do what you can and if you cannot do the job safely in the time available, complete the work that you can do, safely and professionally 

SAS & SOL offer training in Human Factors, Safety Management Systems Implementation & Management, Maintenance Error Management and Training for Trainers in a Human Factors and Maintenance Environment. For details please see www.sassofia.com & www.sofemaonline.com or email office@sassofia.com & online@sassofia.com