ESSAY 1

ISSUES RELATING TO THE EYE.

1 - BLIND SPOTS.

THE POINT AT WHICH THE OPTIC NERVE JOINS THE RETINA HAS NO LIGHT DETECTING CELLS
THEREFORE AN IMAGE FALLING ON THIS POINT CANNOT BE SEEN. TO OVERCOME THIS PROBLEM
WHEN CARRYING OUT A VISUAL INSPECTION A SCANNING TECHNIQUE SHOULD BE USED.

2 - EMPTY FIELD.

MUSCLES CONNECTED TO THE LENS CAN CONTRACT OR RELAX TO CHANGE THE SHAPE OF THE LENS
TO COPE WITH NEAR OR DISTANT OBJECTS. IN THE ABSENCE OF ANYTHING TO FOCUS ON (EMPTY
FIELD), THE NATURAL FOCUS POINT OF THE EYE WILL BE LESS THAN 1 METER. THIS MAKES IT
DIFFICULT TO SEARCH FOR DISTANT OBJECTS IF VISUAL CLUES ARE WEAK. THE PROBLEM IS MADE
WORSE IF THERE ARE OBJECTS CLOSE TO THE EMPTY FIELD RANGE E.G. RAIN DROPS ON A WINDOW,
AS THE EYE WILL BE NATURALLY BE DRAWN TO THEM.

3 - HIGH LIGHT LEVELS.

VERY HIGH LIGHT LEVELS CAN BE FOUND IN SUNNY OR SNOWY AREAS. THESE HIGH LIGHT LEVELS
CONTAIN MORE HIGH ENERGY BLUE AND ULTRA VOILET WAVELENGTHS WHICH CAN CAUSE
DAMAGE TO THE RETINA OVER A PERIOD OF TIME. SUNGLASSES WITH THE APPROPRIATE FILTRATION
CHARACTERISTICS AND A LUMINANCE TRANSMITTANCE OF 10-15% SHOULD BE USED. ALSO
PERSONAL SHOULD BE AWARE OF THE UV HAZARDS OF NDT.

4- BINOCULAR VISION (STEREOPSIS).

BOTH EYES SEE MUCH OF THE SAME OBJECTS, PARTIALLY OVERLAPPING ONE ANOTHER TO GIVE A
STEREOSCOPIC EFFECT WHICH IS USEFUL IN DEPTH APPRECIATION. TO FUNCTION CORRECTLY, THE
IMAGE MUST FALL ON THE SAME PART OF THE RETINA OF EACH EYE. IF ONE EYE IS SLIGHTLY OUT OF
ALIGNMENT, 2 IMAGES ARE SEEN. THIS CONDITION, DIPLOPIA, CAN BE DEMONSTRATED BY PRESSING
THE SIDE OF 1 EYE WHILST LOOKING AT AN OBJECT. THE BINOCULAR EFFECT IS IMPORTANT WHEN
OBJECTS ARE CLOSER TO THE EYES BUT AT DISTANCES GREATER THAN 200FT IT IS NOT IMPORTANT
FOR DEPTH PERCEPTION. THE SIZE OF THE IMAGE ON THE RETINA IS AN IMPORTANT ASPECT OF
DISTANCE MEASUREMENT.

5 -VISUAL DEFECTS.

IN LONG SIGHTEDNESS (PRESBYOPIA) THE EYEBALL SHAPE MAY BE SHORTER THAN NORMAL
RESULTING IN THE IMAGE BEING FOCUSED BEHIND THE RETINA. UNLESS THE CORNEA AND LENS CAN
FOCUS BEHIND THE RETINA, BLURRING OF VISION WILL RESULT WHEN LOOKING AT CLOSE OBJECTS.
WITH AGEING, LOSS OF THE LENS ELASTICITY CAUSES LONG SIGHTEDNESS KNOWN AS PRESBYOPIA.
CONVEX LENSES CAN CORRECT THE PROBLEM.
IN SHORT SIGHTEDNESS (MYOPIA) THE EYEBALL IS LONGER THAN NORMAL RESULTING IN THE
IMAGE BEING FOCUSED IN FRONT OF THE RETINA AND DISTANT OBJECTS WILL BE BLURRED.
CONCAVE LENSES CAN CORRECT THE PROBLEM.

6 - COLOUR PERCEPTION.

VERY FEW PEOPLE ARE ACTUALLY COLOUR BLIND AS A RESULT OF COMPLETE ABSENCE OF CONE
VISION, HOWEVER, PROBLEMS WITH COLOUR PERCEPTION ARE MUCH MORE COMMON.

7 - PHYSICAL DAMAGE.

FOREIGN OBJECT DAMAGE CAN CAUSE DAMAGE TO THE EYES AND NECESSARY PROTECTIVE EYE
PROTECTION SHOULD BE WORN WHEN CARRYING OUT CERTAIN TASKS
 ESSAY 2
COUNTERMEASURES FOR REDUCING THE EFFECTS OF SHIFTWORK.
1- RECOGNISING THE SYMPTOMS OF FATIGUE OR SLEEPINESS
2- CHEMICAL STIMULANTS SUCH AS CAFFEINE
3- PHYSICAL ACTIVITY
4- SHORT SLEEP PERIODS (NAPS)
5- SHIFT STRUCTURE

1 - RECOGNISING THE SYMPTOMS OF FATIGUE.

SLEEPINESS IS THE MOST COMMON SYMPTOM OF FATIGUE. DROOPING HEAD, STARING WITH HALF
CLOSED EYES ARE ALSO SIGNS OF FATIGUE. VISION PROBLEMS WITH DIFFICULTY IN FOCUSING THE
EYES, SLOW REACTIONS, SHORT TERM MEMORY LOSS AND UNABLE TO CONCENTRATE ON TASKS ARE
OTHER SIGNS OF FATIGUE. SOME INSTANCES OF FATIGUE OCCUR BECAUSE OF SHIFT BEHAVIOUR.
PEOPLE STAYING UP TO SOCIALISE OR WATCH TV OR WHATEVER WHEN THEY SHOULD BE SLEEPING
CAN CAUSE FATIGUE.

2 - CHEMICAL STIMULANTS.

THERE ARE MANY CHEMICAL STIMULANTS THAT CAN INCREASE OUR LEVELS OF ALERTNESS,
HOWEVER ONLY CAFFEINE CAN BE USED ROUTINELY WITHOUT A DOCTORS PRESCRIPTION. TAKEN IN
MODERATE IT CAN IMPROVE SHORT TERM ALERTNESS AND DELAY THE ONSET OF SLEEPINESS.
CAFFEINE CAN BE FOUND IN COFFEE, TEA AND CARBONATED DRINKS.

3 - PHYSICAL ACTIVITY.

A WORKER CAN DELAY THE EFFECT OF FATIGUE BY STAYING ACTIVE DURING A SHIFT. A WORKERS
JOB DETERMINES THE EXTENT TO WHICH HE OR SHE PARTICIPATES IN PHYSICAL ACTIVITY. A PERSON
WHO IS ACTIVELY REMOVING / INSTALLING A SYSTEM IS EXERTING VARIOUS TYPES OF FORCES
THROUGHOUT THE SHIFT WHEREAS A PERSON CARRYING OUT A CHECKLIST IS RELATIVELY
INACTIVE.

4 - SHORT SLEEP PERIODS (NAPS).

ONCE A PERSON REACHES A CERTAIN LEVEL OF FATIGUE IT IS IMPOSSIBLE FOR HIM TO STAY
AWAKE BY AN ACT OF WILLPOWER. CHEMICAL STIMULATES AND PHYSICAL ACTIVITY AT THIS STAGE
ARE ONLY TEMPORARY. THE ONLY SOLUTION LEFT IS FOR THE PERSON TO FALL ASLEEP. THE
PROBLEM HERE IS THE RESPONSE FROM MANAGERS TO ACCEPT THAT WORKERS ARE ASLEEP WHILST
AT WORK. IN AVIATION MAINTENANCE THERE ARE A FEW INSTANCES OF LONG PERIODS OF NO
ACTIVITY. IF WORKERS WERE TO NAP DURING THESE PERIOD OF NO ACTIVITY THIS WOULD
VIRTUALLY ELIMINATE FATIGUE EFFECTS ON THE WORKERS. IN ANY EVENT, WORKERS SHOULD NOT
BE ALLOWED TO CONTINUE WORKING ONCE THEY EXHIBIT SYMPTOMS OF SEVERE FATIGUE.

5 - SHIFT STRUCTURE.

SELECTING THE APPROPRIATE SHIFT STRUCTURE CAN BE AN APPROPRIATE COUNTERMEASURE.

ROTATING SHIFTS TOWARDS THE BIOLOGICAL DAY WILL REDUCE FATIGUE. MINIMISING NIGHT
SHIFTS THROUGH CREATIVE SCHEDULING AND PROVIDING ADEQUATE TIME BETWEEN SHIFT
ROTATIONS FOR WORKERS TO REST ALL HELP IN HE REDUCTION OF FATIGUE. THE SHIFT STRUCTURE
THAT IS THE RIGHT CHOICE FOR A COMPANY DEPENDS ON MANY FACTORS INCLUDING ITS LABOUR
FORCE, THE TYPE OF WORK BEING DONE, LABOUR CONTRACTS AND AGREEMENTS. SUPERVISORS CAN
EXERCISE A HIGH LEVEL OF CREATIVITY IN DEVELOPING SHIFT SCHEDULES. ROTATION TO LATER
SHIFTS IS CALLED PHASE-DELAYED, ROTATION TO EARLIER SHIFTS IS CALLED PHASE- ADVANCED.
A PHASE ADVANCED SHIFT OCCURS WHEN A WORKER MOVES FROM THE DAY TO AN EARLY
MORNING SHIFT
A PHASE DELAYED SHIFT ROTATION OCCURS WHEN A WORKER MOVES FROM THE DAY TO AN
AFTERNOON SHIFT. WITH A PHASE DELAYED SHIFT ROTATION THE WORKER IS MORE IN
SYNCHRONIZATION WITH IS BIOLOGICAL CLOCK (25 – 27 HOURS).
 THE NUMBER 1 RULE FOR ESTABLISHING A SHIFT SCHEDULE IS TO MINIMISE THE NUMBER OF
NIGHT SHIFTS IN THE SCHEDULE. THE LARGEST SHIFT RELATED PERFORMANCE PROBLEMS OCCUR ON
THE NIGHT SHIFT. THE PROVISION OF SUFFICIENT REST TIME IS CRITICAL TO WORKERS ABILITY TO
GET QUANTITY REST (AVERAGE REQUIRED REST 8 HRS). THE TIME BETWEEN THE SHIFTS SHOULD
ALSO ALLOW FOR TIME FOR THE WORKER TO SOCIALISE.
 ESSAY 3
SHIFT TURNOVERS / HANDOVER.
THE AVIATION MAINTENANCE ORGANISATIONS TEND TO BE 24HR RUN, THEREFORE SOME TASKS
TEND TO SPREAD ACROSS MULTIPLE SHIFTS. POOR SHIFT TURNOVER PROCEDURES ESPECIALLY THE
COMMUNICATION ASPECT HAVE IN THE PAST BEEN THE CAUSE OF AVOIDABLE ACCIDENTS.

1 - SHIFT TURNOVER PROCESS.

SHIFT TURNOVER IS THE PROCESS OF HANDING OVER TASKS AND RESPONSIBILITIES TO THE
FOLLOWING SHIFT. A GOOD SHIFT HANDOVER IS ONE WHERE EACH INDIVIDUAL GETS THE
APPROPRIATE INFORMATION TO UNDERSTAND WHERE THINGS STAND AS HE STARTS SHIFT AND
WHAT IS REQUIRED OF HIM DURING HIS SHIFT.

2 – THREE DIFFERENT TYPES OF SHIFT TURNOVER.

1- THE MOST COMMON OCCURS WHEN OPERATIONS ARE MANNED ON MULTIPLE SHIFTS AND AN
OUTGOING SHIFT MUST TURNOVER JOB AND TASK RESPONSIBILITIES TO AN INCOMING SHIFT.
2- THE 2ND IS WHEN GOING FROM AN UNMANNED TO A MANNED CONDITION.
3- THIS APPLIES WHEN A WORKERS JOB RESPONSIBILITY MUST BE ASSUMED BY ANOTHER
WORKER BEFORE THE END OF THE 1ST WORKERS SHIFT. THIS HAPPENS WHEN THE 1ST WORKER
MUST LEAVE HIS JOB BEFORE THE END OF HIS SHIFT TO DEAL WITH PERSONAL ISSUES.

3 – EFFECTIVE SHIFT TURNOVER DEPENDS ON 3 BASIC ELEMENTS.

1- THE OUTGOING WORKERS ABILITY TO UNDERSTAND AND COMMUNICATE IMPORTANT

ELEMENTS OF THE JOB OR TASK BEING TURNED OVER TO THE INCOMING WORKER.
2- THE INCOMING WORKERS ABILITY TO UNDERSTAND THE INFORMATION BEING PROVIDED BY
THE OUTGOING WORKER.
3- A FORMALIZED PROCESS FOR EXCHANGING INFORMATION BETWEEN OUTGOING AND
INCOMING WORKERS AND A PLACE FOR THE INFORMATION TO BE EXCHANGED.

4 – AN EFFECTIVE SHIFT TURNOVER PROCESS CONTAINS 4 COMPONENTS.

1- SHIFT HANDOVER MEETINGS.

2- TURNOVER WALKDOWN.
3- TURNOVER CHECKLISTS.
4- WORK STATUS MARKERS.

1 – SHIFT HANDOVER MEETINGS.

A MEETING BETWEEN THE 2 CHANGEOVER SHIFT SUPERVISORS SHOULD TAKE PLACE SO AS TO

ACQUAINT THE INCOMING SUPERVISOR OF THE GENERAL STATE OF THE WORK DONE AND BEING
PASSED OVER FOR COMPLETION BY HIS SHIFT. THE OUTGOING SUPERVISOR SHOULD SUMMARISE AND
SIGNIFICANT PROBLEMS HE ENCOUNTERED IN THE SHIFT ESPECIALLY THOSE THAT ARE STILL IN THE
PROGRESS OF COMPLETION.
AFTER THE 2 SUPERVISORS MEET THEY SHOULD MEET WITH THE OUTGOING / INCOMING WORKERS
AS A GROUP. THE WORKERS SHOULD BE BRIEFED WITH TASK PROGRESS AND GENERAL
CONSIDERATIONS THAT MIGHT EFFECT THEIR TASK. PRIOR TO THE MEETING THE INCOMING
WORKERS SHOULD ALREADY HAVE HAD THEIR TASKS FOR THE SHIFT DURATION ASSIGNED TO THEM.

2 – TURNOVER WALKDOWN.

WHILE GENERAL ISSUES ARE ADDRESSED IN THE TURNOVER MEETING, INDIVIDUAL TECHNICIANS
AND INSPECTORS MUST EXCHANGE DETAILED INFORMATION RELATED TO INDIVIDUAL JOBS & TASKS.
THE MOST EFFECTIVE WAY TO COMMUNICATE THIS INFORMATION IS FOR THE INCOMING AND
OUTGOING WORKERS TO GO OVER TASK ISSUES WHILE EXAMINING THE ACTUAL WORK LOCATION
AND COMPONENT. A MUTUAL INSPECTION AND DISCUSSION OF THIS NATURE IS CALLED A
“WALKDOWN”. A NUMBER OF TOPICS SHOULD BE DISCUSSED DURING THE WALKDOWN, EXAMPLES
ARE AS FOLLOWS:
1- JOBS TASKS IN PROGRESS.
2- WORK CARDS BEING FOLLOWED.
3- LAST STEPS COMPLETED.
4- PROBLEMS ENCOUNTERED / SOLVED.
5- UNUSUAL OCCURRENCES.
6- LOCATION OF REMOVED PARTS.
7- PARTS AWAITING AND WHEN DUE………………ETC, ETC……..

3 – CHECKLISTS.

WALKDOWN INFORMATION SHOULD BE CARRIED OUT WITH A CHECKLIST. THERE ARE 2 METHODS
OF CHECKLISTS, THE FIRST WHERE THE CHECKLISTS ARE WRITTEN DOCUMENTS, THE SECOND WHERE
THE CHECKLISTS RE GIVEN VERBALLY.

4 – WORK STATUS MARKERS.

ERRORS OCCUR WHEN AN INCOMING SHIFT WORKER ASSUMES THAT THE OUTGOING WORKER HAS
COMPLETED A TASK BUT IN FACT IT IS NOT COMPLETED. WORK STATUS MARKERS CAN BE AFFIXED
TO OR IN THE VICINITY OF THE WORK AREA SO AS TO AWARE THE INCOMING WORKER OF
INCOMPLETE TASKS (SAME PRINCIPLE AS “REMOVE BEFORE FLIGHT STREAMER”).
OF COURSE DURING THE WALKDOWN THE MARKERS SHOULD BE HIGHLIGHTED TO THE INCOMING
WORKER SO AS TO MAKE HIM AWARE OF THEIR EXISTENCE. SIMPLE CODE SHAPED OR COLOUR
PATTERN CARDS CAN BE USED FOR THE PROCESS WITH “WORK IN PROGRESS” OR “WORK
COMPLETE” ON THEM.
 ESSAY 4
THE IMPACT OF IT COMMUNICATIONS.

INFORMATION TECHNOLOGY IMPROVES COMMUNICATION IN THE FOLLOWING WAYS.

1- CUTS ACROSS TIME BOUNDARIES.

2- CUTS ACROSS GEOGRAPHICAL BOUNDARIES.
3- ALLOWS MULTIPLE, SIMULTANEOUS RECEIVERS.
4- COMMUNICATION BOTTLE NECK CAN BE AVOIDED
5- HELPS AVOID PAPERWORK COLLECTION.
6- LEADS TO SPECIAL RELATIONSHIPS.

1 – CUTS ACROSS TIME BOUNDARIES.

EMPLOYEES DETERMINE FOR THEMSELVES HEN IN THE WORKDAY THEY WILL USE INFORMATION
TECHNOLOGY. THE FRUSTRATION OF TRYING TO REACH SOMEONE BY TELEPHONE OR HAVING TO
RETURN A CALL IS ELIMINATED.

2 – CUTS ACROSS GEOGRAPHICAL BOUNDARIES.

MESSAGES CAN BR TRANSMITTED TO A CO-WORKER DOWN THE HALL OR IN ANOTHER COUNTRY.

THE SPEED OF INFO RECEPTION AND RETRIEVAL MAKES THE PROCESS ECONOMICAL. EMPLOYEES
WITH READY ACCESS TO TECHNOLOGY CAN GENERATE AND RECEIVE INFO IN THE HOME, CAR OR
HOTEL.

3 – ALLOW MULTIPLE, SIMULTANEOUS RECEIVERS.

INFORMATION TECHNOLOGY CAN BE USED TO TRANSMIT MESSAGES TO 1 PERSON OR 100’s

AUTOMATICALLY IN A FEW SECONDS. EACH RECEIVES A COPY OF THE MSG AND CAN REPLY BACK TO
THE SENDER.

4 – BOTTLENECKS CAN BE AVOIDED.

SINCE ELECTRONIC INFORMATION CHANNELS ARE TYPICALLY DIRECT BETWEEN SENDER AND
RECEIVER, THIS ELIMINATES THE FILTERS AND BOTTLENECKS FOUND IN TRADITIONAL ORAL AND
WRITTEN COMMUNICATION.

5 – HELPS AVOID PAPERWORK COLLECTION.

UNLESS A HARD COPY IS DESIRABLE FOR THE PURPOSE OF DOCUMENTATION, THE ENTIRE
TRANSACTION CAN OCCUR ELECTRONICALLY.

6 – LEADS TO THE CREATION OF SPECIAL RELATIONSHIPS.

INFORMATION TECHNOLOGY HELPS CREATE COMMUNITIES OF WORKERS WHO HAVE THE CAPACITY
AND THE MEANS TO EXCHANGE REPORTS, IDEAS, PROGRAMS AND PLANS.
 ESSAY 5
RULES FOR SUCCESSFUL COMMUNICATIONS.
RULES FOR SUCCESSFUL COMMUNICATION:

1. PLAN THE COMMUNICATION: DECIDE WHAT NEEDS TO BE SAID AND GET THE MSG
UNDERSTOOD FULLY AND UNDERSTANDABLY.
2. KNOW WHO THE RECIPIENT IS GOING TO BE: HOW MUCH INFORMATION THEY NEED TO
KNOW TO FULLY UNDERSTAND THE MSG.
3. USE THE CORRECT LANGUAGE AND STYLE: THE CORRECT MOTHER LANGUAGE, THE STYLE
OF COMMUNICATION, TECHNICAL/NON TECHNICAL ETC………………
4. THE METHOD OF SENDING THE MSG: IS IT IMPORTANT, DOES IT REQUIRE URGENCY, STATUS
OF THE RECEPITANT ETC………….
5. FOLLOW THE NORMAL LINES OF COMMUNICATION: THIS HAS PROVEN TO WORK. ALSO
IMPORTANT PERSONS OF SIMILAR STATUS RECEIVE THE MSG AT THE SAME TIME
6. FEEDBACK: WHAT FEEDBACK IS REQUIRED TO ENSURE THE MSG HAS BEEN RECEIVED AND
UNDERSTOOD.

COMMUNICATION FAILURES:

1. LACK OF FEEDBACK.
2. WHEN THE METHOD OF TRANSMITTING THE MSG DOES NOT MATCH THE CIRCUMSTANCES.
E.G. SENDING A MSG TO SOMEONE IN IMMEDIATE DANGER IS NOT APPROPRIATE.
3. WHEN THE COMMUNICATION INVOLVES ONE WAY TRAFFIC, TO MUCH TALKING AND NOT
ENOUGH LISTENING.
4. WHEN INSINCERITY IS SHOWN – NOT BELIEVING THE CONTENT YOURSELF.
5. WHEN THE COMMUNICATION HAS NOT BEEN PROPERLY PLANNED. IMPORTANT THAT THE
RIGHT APPROACH TO THE RIGHT PERSON IS PLANNED.
6. WHEN THE MSG IS AMBIGUOUS.
7. INATTENTION / DISTRACTION ON THE PART OF THE SENDER OR RECEIVER.
8. WHEN THE LINES OF COMMUNICATION ARE POORLY DEFINED, LACK OF DEFINITION IN
MANAGEMENT STRUCTURE.
 ESSAY 6
GROUP DECISION MAKING.

IT IS GENERALLY ACCEPTED THAT THE DECISION REACHED BY A GROUP IS BETTER THAN THE
AVERAGE DECISION MADE BY AN INDIVIDUAL IN THE GROUP.
THE GROUP DECISION WILL HOWEVER SELDOM IMPROVE ON THE PROBLEM SOLVING ABILITY OF
THE ABLEST GROUP MEMBER.
WHEN A GROUP ARE DISCUSSING ON A MEANS TO SOLVING A PROBLEM A NUMBER OF FACTORS
WILL EFFECT THE GROUP DECISION:

1. CONFORMITY: PEOPLE LIKE TO CONFORM AS NON CONFORMING IS STRESS INDUCING. PEOPLE

DON’T LIKE TO FEEL THE “ODD ONE OUT”. SOMETIMES THE GROUP DECISION MAY BE AGAINST
THE PERSONS BETTER JUDGEMENT BUT FEEL PRESSURISED LEADING TO STRESS. THIS IS
KNOWN AS PEER PRESSURE.
2. COMPLIANCE: IF A LARGE AND UNREASONABLE REQUEST IS MADE, THERE IS A GREATER
LIKELIHOOD OF IT BEING COMPLIED WITH IF IT HAS BEEN PRECEDED EVEN BY AN EVEN MORE
OUTRAGEOUS REQUEST THAT HAS BEEN DENIED, OR IF A SMALLER MORE REASONABLE
REQUEST HAS ALREADY BEEN ACCEPTED.
3. RISKY SHIFT: IF A GROUP IS ASKED TO CONSIDER A PROBLEM THEY WILL USUALLY COME TO
A DECISION THAT IS MORE RISKY THAN THAT BY AN INDIVIDUAL. IF THE INDIVIDUAL
MEMBERS ARE BOLD WITH DARING PERSONALITIES, SUCH A COMBINATION WILL MAKE AN
UNDULY BOLD DECISION. HENCE THE NAME “RISKY SHIFT”.
4. GROUP DURATION: WHEN A TEAM IS KEPT TOGETHER FOR A LONG PERIOD OF TIME THE
MEMBERS COME TO KNOW EACH OTHERS HABITS, STRENGTHS, WEAKNESSES AND THOUGHTS.
THIS IS AN ADVANTAGE TO A TEAM UNTIL THE ABSENCE OF 1 MEMBER OCCURS. THIS IN
ITSELF WEAKENS THE TEAM BUT MORE SO WHEN THE MEMBER IS REPLACED BY ANOTHER
INDIVIDUAL. THE NEW MEMBER WILL BE UNAWARE OD SIGNALS OR SHORTENED PROCEDURES
DEVELOPED IN THE TEAM AND THIS CAN LEAD TO MISTAKES OR EVEN ACCIDENTS.