Shift Work Schedule

As a human factors consultant for an MQ-1B Medium Altitude, Long Endurance (MALE) UAS squadron of the United States Air Force (USAF) my first responsibility would involve adjusting the shift work schedule to provide more time off for each team. An increase in work days or work hours can be taxing on the body, and does not allow the body time to rest and function properly. With the UAS teams reporting fatigue while conducting operations and siting inadequate sleep due to their current shift schedule as the root cause; it is definitely necessary to review the schedule and make adjustments. The work hours per shift are still the same with the assumption that appropriate break times are in place. The UAS crews are now divided into 5 teams instead of 4 and put onto a continuous shift work schedule of 5 days on, 3 days off for 4 teams and 4 days on, 4 days off for the additional team. This is a major shift from the original 6 days on, 2 days off.

The teams provide Intelligence, Surveillance, and Reconnaissance (ISR) to ground forces in conflict zones year round and it is important that they are fit to fly. Fatigue is a progressive decline in man's ability to carry out his appointed task, which may become apparent through deterioration in the quality of work, lack of enthusiasm, inaccuracy, etc. (Orlady & Orlady, 1999).  The new schedule design will allow optimization of operations, while improving the fatigue issues. Maintaining optimal alertness and neurobehavioral functioning in operational environments is critical for achieving high levels of safety, efficiency, and success (FAA, 2010).

Two principal sources of fatigue in aviation are sleep loss and circadian disruption. Both are related but not co-dependent. The course materials teach us that there is no single easy way to resolve sleep problems resulting from operational demands; however providing additional days off will help support circadian rhythm and sleep irregularities. Both of which can create performance problems. Excessive fatigue or chronic/acute stress that alters performance significantly means the individual is not fit to fly. Operational countermeasures that can be used include physical activity, strategic caffeine use, and operationally feasible social conversations with other cockpit crew members and the flight attendants (Orlady & Orlady, 1999).  The proposed changes to the schedule will provide some relief, however it involves making the teams smaller or adding additional support. This may or may not be feasible.

  

References

Federal Aviation Administration. (2010). Basics of Aviation Fatigue. Retrieved from http://www.faa.gov/documentLibrary/media/Advisory_Circular/AC%20120-100.pdf

Orlady, H., & Orlady, L. (1999). Human factors in multi-crew flight operations. Burlington, VT:

Ashgate Publishing Company.