We’ve seen it now, several times over, when an operator first engages in creating an FRMS. The initial enthusiasm is high, and a period of intense work commences for establishing processes for controlling roster-induced crew fatigue risk. It is first seen as fairly straightforward work; just gather and analyse prior experiences from the operation, add in the established science, and then identify those problematic working patterns. Next, reduce their frequency or even ban them altogether. 'And then we should be done'.
The enthusiasm quickly wears off when the already complex crew management process is made even more so by adding steps analysing fatigue risk and tearing up and revising already 'optimised' working patterns. Costs quickly increase and the process is prolonged significantly in regards to lead time. And this for an unclear benefit, as the changes introduced create new patterns also associated with fatigue issues. It becomes something of a vicious circle.
Enthusiasm may be boundless, but time is finite. To make a real difference to planning results you will need to influence, brace for it,...the planning process itself. And this without prolonging the process or adding further complexity. Read more about the secret behind proactive risk reduction in this document and welcome to contact us for a demo.
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