Human Factor Program - Implemention
Training will not be successful in the long term unless what it teaches is supported within the organisation on a day-to-day basis. Therefore the human factors training requirement within Part-145 should not be considered in isolation. The training should be a part of the total package of measures within a Part-145 approved organisation to assure safety and airworthiness.
The following stages of implementation should be completed to ensure the success of the human factors training. Where organisations have already embarked on some of the stages below, they should give consideration to revisiting earlier stages in case they have not been covered properly.
a) Genesis. Ensure the person or people responsible for putting in place the human factors training and programme, are appropriately trained. External training will be necessary since the company human factors training programme will not yet have started. It may also be useful to seek views or even assistance from other similar organisations.
b) A company Human Factors and Safety Management Programme needs to be designed and the structure in place (including a process for error management). The introduction of human factors training, particularly Module 10 of the syllabus, should be timed such that the key elements of the company human factors and safety management programme, in particular the error management process, are already in place before training starts.
c) Measurement of Competence. Identify current levels of competence and methods for monitoring and managing competence. Part-145.A.30(e) requires that "the organisation shall establish and control the competence of personnel involved in any maintenance, management and/or quality audits" where "competence must include an understanding of the application of human factors and human performance issues appropriate to that person's function in the organisation".
d) Conduct a Training Needs Analysis (TNA) - An organisation should carry out a Training Needs Analysis (TNA) in order to determine what training (and to what level) is appropriate for the various categories of staff. Please note there is no 'one size fits all' solution for training. The findings from a TNA are used to tailor the scope of the training provided to ensure the training is suitable for the needs of your particular company.
e) In house, or contracted out? Determine whether the organisation is able, or willing, to run the training in-house. If in-house training is not an option, organisations are advised to carefully consider the options for contracting out, or compromises, such as a joint training programme with other similar companies in the vicinity.
f) Develop Tailored Training Material. There is a wealth of material from which human factors trainers may draw when developing their training course, varying from off-the-shelf packages which may suit their needs, to generic training material which may be customised, to source information from which trainers can develop their own training material.
g) Provide Initial Training in Human Factors -
h) Provide Continuation Training in Human Factors
i) Review and update training, on a regular basis. This includes the need for the human factors trainer to keep up-to-date with current thinking and best practice on human factors.
The following stages of implementation should be completed to ensure the success of the human factors training. Where organisations have already embarked on some of the stages below, they should give consideration to revisiting earlier stages in case they have not been covered properly.
a) Genesis. Ensure the person or people responsible for putting in place the human factors training and programme, are appropriately trained. External training will be necessary since the company human factors training programme will not yet have started. It may also be useful to seek views or even assistance from other similar organisations.
b) A company Human Factors and Safety Management Programme needs to be designed and the structure in place (including a process for error management). The introduction of human factors training, particularly Module 10 of the syllabus, should be timed such that the key elements of the company human factors and safety management programme, in particular the error management process, are already in place before training starts.
c) Measurement of Competence. Identify current levels of competence and methods for monitoring and managing competence. Part-145.A.30(e) requires that "the organisation shall establish and control the competence of personnel involved in any maintenance, management and/or quality audits" where "competence must include an understanding of the application of human factors and human performance issues appropriate to that person's function in the organisation".
d) Conduct a Training Needs Analysis (TNA) - An organisation should carry out a Training Needs Analysis (TNA) in order to determine what training (and to what level) is appropriate for the various categories of staff. Please note there is no 'one size fits all' solution for training. The findings from a TNA are used to tailor the scope of the training provided to ensure the training is suitable for the needs of your particular company.
e) In house, or contracted out? Determine whether the organisation is able, or willing, to run the training in-house. If in-house training is not an option, organisations are advised to carefully consider the options for contracting out, or compromises, such as a joint training programme with other similar companies in the vicinity.
f) Develop Tailored Training Material. There is a wealth of material from which human factors trainers may draw when developing their training course, varying from off-the-shelf packages which may suit their needs, to generic training material which may be customised, to source information from which trainers can develop their own training material.
g) Provide Initial Training in Human Factors -
h) Provide Continuation Training in Human Factors
i) Review and update training, on a regular basis. This includes the need for the human factors trainer to keep up-to-date with current thinking and best practice on human factors.