By Russ Tabaka, Gilbank Construction, Inc.
Each year construction crews face cyclical production demands. The anticipation of work to come and hitting the job site at full speed (quarters 1 and 2). Steady work with consistent progress in the middle part of the year (quarters 2 and 3). Followed by the rush to finish up projects and close in job sites for the winter (quarters 3 and 4). For many construction companies the third quarter of every year seems to be a time where more is expected out of our field crews. The difficulty with driving production marks this time of year is that crews have already been running full speed through the heat of the summer. Without careful consideration to worker fatigue the dynamic environments of construction sites can become dangerous.
Studies done by the CDC and NIOSH have shown that worker fatigue can show the same level of impairment as compared to an individual having a blood alcohol content of 0.05%. Now imagine a worker operating a dump truck, skill saw or working inside a live electrical panel. The risk to injury can be devastating. Beyond that, worker fatigue can also lead to high turnover rates, insurance claims and project delays.
Fatigue awareness training can help superintendents and workforce leaders recognize the following key leading indicators:
Additional indicators from the office may include:
Remedies can be easily implemented to avoid worker fatigue. Institution of a Fatigue Risk Management Program may include the following:
Careful management of worker fatigue can lead to better morale, higher quality work and efficiency in project schedules. A culture that focuses on meeting the foundational needs of worker fatigue will also cultivate a workforce that is resilient through the difficult days on the job. Teams will take more pride in their work and in looking out for each other. While it may be less focused on than the regular toolbox talk, worker fatigue is something that is very preventable with a major upside once managed properly.
