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BSAeE 3-2 > HFAS > Flashcards

HFAS Flashcards

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
Q

two types of error

A

slips and lapses
mistakes

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26
Q

These are failures in the execution of the intended action.

A

Slips and lapses

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27
Q

These are action that do not go as planned

A

slips

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28
Q

these are memory failures

A

lapses

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29
Q

These are failure in the plan of action

A

Mistakes

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30
Q

What is the cause of errors?

A

Limitations in our information processing
capabilities and/or skill sets, attention,
resources, knowledge, memory, and motor
skills

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31
Q

What are the result of errors?

A

An incorrect decision / action
omission or recognition of feedback

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32
Q

How can you manage errors?

A

Reduction Strategies
Capturing Strategies
Tolerance Strategies

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33
Q

it reduces or prevent errors

A

reduction strategies

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34
Q

it trap errors before they do any harm

A

Capturing Strategies

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35
Q

It make our systems error tolerant

A

Tolerance Strategies

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36
Q

Error Management (Defences)

A

Error Reduction
Error Capture
Error Tolerance

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37
Q

It aims at avoiding the error
completely. It is possible only in some specific cases
and, almost without exception, requires design-based
solutions.

A

Error Prevention

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38
Q

IT aims at minimizing both the
likelihood and the magnitude of the error.

A

Error Reduction

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39
Q

It aims at making errors apparent as
fast and as clearly as possible, thereby enabling recovery.

A

Error Detection

40
Q

It aims at making it easy to rapidly
recover the system to its safe state after an error has
been committed.

A

Error Recovery

41
Q

It aims at making the system better
able to sustain itself despite the error, i.e., minimizing
the consequences of errors.

A

Error Tolerance

42
Q

To further complicate the issue, while violations are intentional acts, they are
not always acts of ________.

A

malicious intent

43
Q

two types of violations

A

situational and routine

44
Q

These violations violations are committed in response to factors
experienced in a specific context, such as time pressure or high
workload.

A

Situational violations

45
Q

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.

A

Routine Violations

46
Q

these may continue without consequence,
but over time they may become frequent and potentially severe
consequences.

A

drift

47
Q

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.

A

Organizationally induced

48
Q

Factors that increase the probability of violations, this set of factors are sometimes called the ‘lethal cocktail’

A

Expectation
Powerfulness
Opportunities
Poor planning and preparation

49
Q

4 forms of violation management

A

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
Q

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.

A

Culture

51
Q

Three most influential cultural components are:

A

organizational, professional, and national cultures

52
Q

The mix of cultural components may vary significantly among
_______ and can negatively influence effective hazard
reporting, collaborative root-cause analysis, and acceptable risk
mitigation.

A

organizations

53
Q

___________ in safety performance is possible when
safety becomes a value within an organization and a priority at the
national or professional level.

A

Continuous improvement

54
Q

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.

A

Organizational Culture

55
Q

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.

A

Professional culture

56
Q

Professional culture differentiates _________

A

professional groups characteristics

57
Q

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.

A

effective professional culture

58
Q

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.

A

National Culture

59
Q

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.

A

Reporting culture

60
Q

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.

A

healthy reporting culture

61
Q

A culture that fails to distinguish unintentional
errors/mistakes from acts of willful misconduct will inhibit
the ____________.

A

reporting process

62
Q

a voluntary
reporting system should be ______________.

A

confidential and operated following
appropriate non-punitive policies

63
Q

The system should also provide _________ to personnel on safety
improvements achieved due to the reports received.

A

feedback

64
Q

____________ should be collected solely to improve aviation safety,
and information proception is essential in ensuring the continued
availability of information.

A

Safety information

65
Q

a safety reporting system must be

A

confidential, voluntary, and non-punitive

66
Q

when was the turning point for safety culture

A

September 11, 1991 - Continental Express Flight 2574

67
Q

this can be very simply defined as
an organizational commitment to safety at all levels of operation

A

Safety Culture

68
Q

Who defined Safety Culture as the
set of enduring values and attitudes regarding safety
issues, shared by every member of every organization level.

A

EASA ECAST safety management system and safety culture working group

69
Q

What AC stated that one key aspect essential to safety performance is the organization’s culture.

A

FAA Advisory Circular, 120-92B (2015)

70
Q

A safety culture cannot be effective unless it is
embedded within an ______________, where
the ultimate responsibility rests with the
organization’s management (ICAO 2013).

A

organization’s own culture

71
Q

___________ where everyone is aware of their roles concerning
safety and all in the organization are truly committed to safety

A

Positive safety culture

72
Q

A prerequisite for a positive safety culture is _____________.

A

good information

73
Q

The organization
should encourage disclosure of error
without fear of reprisal/punishment,
yet it should also demand
accountability on employees and
management alike.

A

open reporting

74
Q

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.

A

Just Culture

75
Q

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.

A

Personnel Involvement

76
Q

The effective use of all
safety information assures informed
management decision-making.

A

Use of Information

77
Q

The
organization expects direct
management involvement in
identifying hazards and managing risk.

A

Commitment to Risk Reduction

78
Q

Processes that provide vigilance of ongoing operations and
the environment to ensure the effectiveness of risk controls and
awareness of emerging hazards.

A

Vigilance

79
Q

Using information effectively to adjust and change reduces
risk and a willingness to commit resources to make changes necessary
to reduce risk.

A

Flexibility

80
Q

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.

A

Learning

81
Q

Three types of culture that Westrum created

A

Pathological,
Bureaucratic, and
Generative,

82
Q

The organization cares less about safety than
about not being caught.

A

Pathological

83
Q

The organization looks for fixes to accidents and
incidents after they happen.

A

Reactive

84
Q

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.

A

Calculative

85
Q

The organization has systems in place to manage
hazards, and staff and management have begun to acquire beliefs
that safety is genuinely worthwhile

A

Proactive

86
Q

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.

A

Generative

87
Q

True safety culture transcends the ____________.

A

calculative level

88
Q

This is a systematic approach to managing safety, including the necessary organizational structures, accountability, responsibilities, policies and procedures.

A

Safety Management System

89
Q

Four pillars of SMS

A

Safety Policies & Objectives (SPO)
Safety Risk Management (SRM)
Safety Assurance (SA)
Safety Promotion (SP)

90
Q

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.

A

Safety

91
Q

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.

A

Hazard

92
Q

The predicted probability and severity of the
consequences or outcomes of a hazard.

A

Safety Risk

93
Q

It defines the requirement of the state for an organization to establish a safety program in order to achieve an acceptable level of study

A

PCAR Part 9

94
Q

Title of PCAR part 9.7

A

Safety Management

95
Q

PCAR part 9 title

A

Air Operator Certification and administration

96
Q

ICAO defines SMS guidance in the _________ “Safety Management Manual”

used for the development and implementation of:

State Safety Program
Operators SMS

A

Doc 9859

BSAeE 3-2 (32 decks)

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