1 4 5 . A .

3 0 P e rso n n e l
re q u ire m e n ts
( e ) … In addition to the necessary expertise related
to th e jo b fu n ctio n , co m p e te n ce m u st in clu d e a n
u n d e rsta n d in g o f th e a p p lica tio n o f h u m a n fa cto rs
a n d h u m a n p e rfo rm a n ce issu e s a p p ro p ria te to th a t
p e rso n 's fu n ctio n in th e o rg a n isa tio n . ‘ Human
factors ’ means principles which apply to
aeronautical design, certification, training,
operations and maintenance and which seek safe
interface between the human and other system
components by proper consideration of human
performance. ‘Human performance’ means human
capabilities and limitations which have an impact on
the safety and efficiency of aeronautical operations.
 AMC 145.A.30(e) Personnel
requirements
In respect to the understanding of the application of human factors and humanperformance issues, maintenance, management, and quality audit personnel
should be
assessed for the need to receive Initial human factors training, but in any case all maintenance, management, and quality audit personnel should receive

human factors
continuation training. This should concern to a minimum:

-Post-holders, managers, supervisors;

-Certifying staff, technicians, and mechanics;

-Technical support personnel such as, planners, engineers, technical record staff;

-Quality control/assurance staff;

-Specialised services staff;

-Human factors staff/ human factors trainers;

-Store department staff, purchasing department staff;

-Ground equipment operators;

-Contract staff in the above categories.

7. Initial human factors training should cover all the topics of the training syllabus specified in GM 145.A.30(e) either as a dedicated course or else

integrated
within other training. The syllabus may be adjusted to reflect the particular nature of the organisation. The syllabus may also be adjusted to meet the

particular nature of
work for each function within the organisation. For example:

- small organisations not working in shifts may cover in less depth subjects related to teamwork and communication,

- planners may cover in more depth the scheduling and planning objective of the syllabus and in less depth the objective of developing skills for shift

working. Depending on the result of the evaluation as specified in paragraph 5, initial training
should be provided to personnel within 6 months of joining the maintenance organisation, but temporary staff may need be trained shortly after joining the

organisation to cope with the duration of employment.

Personnel being recruited from another maintenance organisation approved under Part-145 and temporary staff should be assessed for the need to receive

any additional Human factors training to meet the new maintenance organisation’s approved under Part-145 human factors training standard.8. The
purpose of human factors continuation training is primarily to ensure that staff remain current in terms of human factors and also to collect feedback
on human factors issues. Consideration should be given to the possibility that such training has
the involvement of the quality department. There should be a procedure to ensure that feedback is formally passed from the trainers to the quality

department to initiate action where necessary.

internal/external
sources of information available to the organisation on human errors in maintenance.

9. Human factors training may be conducted by the maintenance organisation

itself, or independent trainers or any training organisations acceptable to the

competent authority.

10. The Human factors training procedures should be specified in the maintenance organisation exposition.
145.A.35 Certifying staff
and category B1 and B2
support staff
• (d) The organisation shall ensure that
all certifying staff and category B1
and B2 support staff receive
sufficient continuation training in
each two year period to ensure that
such staff have up-to-date
knowledge of relevant technology,
organisation procedures and
human factor issues.
AMC 145.A.35(d) Certifying
staff and category B1 and
B2 support staff
1. Continuation training is a two way process to ensure
that certifying staff remain current in terms of
procedures, human factors and technical
knowledge and that the organisation receives feed
back on the adequacy of its procedures and
maintenance instructions…..
• 3 …. Continuation training should be of sufficient
duration in each 2 year period to meet the intent of
145.A.35(d) and may be split into a number of
separate elements. 145.A.35(d) requires such
training to keep certifying staff updated in terms of
relevant technology, procedures and human factors
issues which means it is one part of ensuring
quality. Therefore sufficient duration should be
related to relevant quality audit findings and other
internal / external sources of information available
to the organisation on human errors in
145.A.65 Safety and quality policy,
maintenance procedures and
quality system
• (b) The organisation shall establish
procedures agreed by the
competent authority taking into
account human factors and
human performance to ensure good
maintenance practices and
compliance with this Part which
shall include a clear work order or
contract such that aircraft and
components may be released to
service in accordance with
AMC 145.A.65(b) Safety and quality
policy, maintenance procedures and
quality system
• 3. All technical procedures should be
designed and presented in
accordance with good human
factors principles.
 GM 145.A.30 (e) Personnel
requirements
(Training syllabus for initial human

factors training)
The training syllabus below identifies the topics and subtopics to be addressed during the human factors training. The maintenance
organisation may combine, divide, change the order of any subject of the syllabus to suit its own needs, so long as all subjects are
covered to a level of detail appropriate to the organisation and its personnel. Some of the topics may be covered in separate training
(health and safety, management, supervisory skills, etc.) in which case duplication of training is not necessary.
Where possible, practical illustrations and examples should be used, especially accident and incident reports. Topics should be related to

existing legislation, where relevant. Topics should be related to existing guidance/ advisory material, where relevant (eg. ICAO HF
Digests and Training Manual). Topics should be related to maintenance engineering where possible; too much unrelated theory
should be avoided.

4 . 9 Fitn e ss/ H e a lth
• 1 General / Introduction to human factors 4 . 1 0 S tre ss
• 1.1 Need to address human factors 4 . 1 1 W o rklo a d m a n a g e m e n t
• 1.2 Statistics 4 . 1 2 Fa tig u e
• 1.3 Incidents 4 . 1 3 A lco h o l, m e d ica tio n , d ru g s
4 . 1 4 Ph ysica lw o rk
• 2 Safety Culture / Organisational factors
4 . 1 5 R e p e titive tasks / co m p la ce n cy
• 3 Human Error 5 E n viro n m e n t
• 3.1 Error models and theories 5 . 1 Pe e r p re ssu re
• 3.2 Types of errors in maintenance tasks 5 . 2 S tre sso rs
• 3.3 Violations 5 . 3 Tim e p re ssu re a n d d e a d lin e s
• 3.4 Implications of errors 5 . 4 W o rklo a d
• 3.5 Avoiding and managing errors 5 . 5 S h ift W o rk
• 3.6 Human reliability 5 . 6 N o ise a n d fu m e s
• 4 Human performance & limitations 5 . 7 Illu m in a tio n
• 4.1 Vision 5 . 8 C lim a te a n d te m p e ra tu re
• 4.2 Hearing 5 . 9 M o tio n a n d vib ra tio n
• 4.3 Information-processing 5 . 1 0 C o m p lex syste m s
• 4.4 Attention and perception 5 . 1 1 H a za rd s in th e w o rkp la ce
• 4.5 Situational awareness 5 . 1 2 Lack o f m a n p o w e r
• 4.6 Memory 5 . 1 3 D istra ctio n s a n d in te rru p tio n s
• 4.7 Claustrophobia and physical access 6 Pro ce d u re s, in fo rm a tio n , to o ls a n d p ra ctice s
• 4.8 Motivation 6 . 1 V isu a lIn sp e ctio n

6 . 2 W o rk lo g g in g a n d re co rd in g


6.3 Procedure – practice / mismatch / norms
6.5 Technical documentation – access and quality
7 Communication
7.1 Shift / Task handover
7.2 Dissemination of information
7.3 Cultural differences
8 Teamwork
8.1 Responsibility
8.2 Management, supervision and leadership
8.3 Decision making
9 Professionalism and integrity
9.1 Keeping up to date; currency
9.2 Error provoking behaviour
9.3 Assertiveness
10 Organisation’s HF program
10.1 Reporting errors
10.2 Disciplinary policy
10.3 Error investigation
10.4 Action to address problems
10.5 Feedback
