The objective of the study described in this paper is to define safety metrics that are based on the utilisation of resources. The background of this research is a specific need of the aviation industry where small and medium-sized enterprises lack large amounts of safety-related data to measure and demonstrate their safety performance proactively. The research department of the Aviation Academy has initiated a 4-year study, which will test the possibility to develop new safety indicators that will be able to represent safety levels proactively without the benefit of large data sets. The research team has reviewed the academic and professional literature about safety performance indicators and has performed surveys into 13 companies in order to explore what, how, and why safety performance indicators are used and whether there is a statistically linear relation between SMS process metrics and safety outcomes. The preliminary results showed that companies do not use data from all SMS processes in the development of safety performance indicators, they do not ground the selection of indicators on specific criteria, they implement SMS process in different ways, but they are eager to use alternative metrics, including ones potentially to be derived on the basis of contemporary safety models and views. As part of the development of alternative safety metrics, safety performance indicators were defined that are based on the difference between required resources and available resources. Resources are people, time, equipment and budget. This work is inspired by the general notion that a large gap between ‘work as imagined’ and ‘work as done’ has a negative influence on the level of safety. Work as imagined in this context is represented by available resources and work as done by required resources. The metrics were defined by a combination of literature research and semi-structured interviews with operational practitioners in the aviation industry. The suitability of the metrics will subsequently be tested in pilot studies within the aviation industry.
Following the completion of the 1st phase of the RAAK PRO project Aviation Safety Metrics, during which the researchers mapped the current practice in safety metrics and explored the validity of monotonic relationships of SMS, activity and demographic metrics with safety outcomes, this report presents the concept for the design of new metrics. Those metrics will be based on the hypothesis that the greater the gap between Work-As-Imagined and Work-As-Done the lower the safety performance, and they correspond to a set of references from academic literature, challenges in professional practice,depiction of system structure, and consideration of “soft” organizational aspects. Along with the design of the alternative metrics, this report explains the respective concepts referred in the literature but excluded from the current research, as well as the process and possible difficulties in ensuring various validity types of the new metrics.
As part of their SMS, aviation service providers are required to develop and maintain the means to verify the safety performance of their organisation and to validate the effectiveness of safety risk controls. Furthermore, service providers must verify the safety performance of their organisation with reference to the safety performance indicators and safety performance targets of the SMS in support of their organisation’s safety objectives. However, SMEs lack sufficient data to set appropriate safety alerts and targets, or to monitor their performance, and no other objective criteria currently exist to measure the safety of their operations. The Aviation Academy of the Amsterdam University of Applied Sciences therefore took the initiative to develop alternative safety performance metrics. Based on a review of the scientific literature and a survey of existing safety metrics, we proposed several alternative safety metrics. After a review by industry and academia, we developed two alternative metrics into tools to help aviation organisations verify the safety performance of their organisations.The AVAV-SMS tool measures three areas within an organisation’s Safety Management System:• Institutionalisation (design and implementation along with time and internal/external process dependencies).• Capability (the extent to which managers have the capability to implement the SMS).• Effectiveness (the extent to which the SMS deliverables add value to the daily tasks of employees).The tool is scalable to the size and complexity of the organisation, which also makes it useful for small and medium-sized enterprises (SMEs). The AVAS-SCP tool also measures three areas in the organisation’s safety culture prerequisites to foster a positive safety culture:• Organisational plans (whether the company has designed/documented each of the safety cultureprerequisites).• Implementation (the extent to which the prerequisites are realised by the managers/supervisors acrossvarious organisational levels).• Perception (the degree to which frontline employees perceive the effects of managers’ actions relatedto safety culture).We field-tested these tools, demonstrating that they have adequate sensitivity to capture gaps between Work-as-Imagined (WaI) and Work-as-Done (WaD) across organisations. Both tools are therefore useful to organisations that want to self-assess their SMS and safety culture prerequisite levels and proceed to comparisons among various functions and levels and/or over time. Our field testing and observations during the turn-around processes of a regional airline confirm that significant differences exist between WaI and WaD. Although these differences may not automatically be detrimental to safety, gaining insight into them is clearly necessary to manage safety. We conceptually developed safety metrics based on the effectiveness of risk controls. However, these could not be fully field-tested within the scope of this research project. We recommend a continuation of research in this direction. We also explored safety metrics based on the scarcity of resources and system complexity. Again, more research is required here to determine whether these provide viable solutions.
The AR in Staged Entertainment project focuses on utilizing immersive technologies to strengthen performances and create resiliency in live events. In this project The Experiencelab at BUas explores this by comparing live as well as pre-recorded events that utilize Augmented Reality technology to provide an added layer to the experience of the user. Experiences will be measured among others through observational measurements using biometrics. This projects runs in the Experience lab of BUas with partners The Effenaar and 4DR Studio and is connected to the networks and goals related to Chronosphere, Digireal and Makerspace. Project is powered by Fieldlab Events (PPS / ClickNL)..
Evaluating player game experiences through biometric measurementsThe BD4CG (Biometric Design for Casual Games project) worked in a highly interdisciplinary context with several international partners. The aim of our project was to popularize the biometric method, which is a neuro-scientific approach to evaluating the player experience. We specifically aimed at the casual games sector, where casual games can be defined as video or web-based games with simple and accessible game mechanics, non threatening themes and generally short play sessions. Popular examples of casual games are Angry Birds and FarmVille. We focussed on this sector because it is growing fast, but its methodologies have not grown with it yet. Especially the biometrics method has so far been almost exclusively used domain by the very large game developers (such as Valve and EA). The insights and scientific output of this project have been enthusiastically embraced by the international academic arena. The aim of the grant was to focus on game producers in the casual sector, and we have done so but we also established further contacts with the game sector in general. Thirty-one outputs were generated, in the form of presentations, workshops, and accepted papers in prominent academic and industry journals in the field of game studies and game user research. Partners: University of Antwerpen, RANJ, Forward Games, Double Jungle, Realgames, Dreams of Danu, Codemasters, Dezzel, Truimph Studios, Golabi Studios
Mkb-bedrijven in de maakindustrie staan, net als andere sectoren van de Nederlandse economie, voor de opgave bij te dragen aan het behalen van duurzaamheidsdoelstellingen. Tegelijkertijd staan deze bedrijven onder grote economische druk: van hen wordt verwacht dat ze elk jaar goedkoper, beter en sneller leveren aan hun klanten. Alleen op deze wijze kunnen ze concurreren met de lagelonenlanden. Om aan deze eisen te voldoen besteden ze veel aandacht aan (lean) procesverbetering, gericht op het reduceren van verspillingen in hun processen. De mkb-bedrijven geven aan dat ze daarnaast ook willen voldoen aan de gestelde maatschappelijke opgave. Daarvoor is niet alleen productinnovatie, maar ook procesinnovatie vereist. Mogelijkheden voor op duurzaamheid gerichte procesinnovatie zien ze in het integreren van duurzaamheidsgezichtspunten in de tools, technieken en proces- en outputcriteria(metrics)die al gebruikt worden in lean procesverbeteringsprojecten. Door het reduceren van groene verspillingen te integreren in bestaande methodieken voor het reduceren van lean verspillingen kan lean procesverbetering gebruikt worden als hefboom voor het behalen van duurzaamheidsdoelstellingen. Mkb-bedrijven hebben daarom behoefte aan een systematische methodiek die hen helpt duurzaamheid op een structurele manier in hun processen te verankeren. Dat leidt bij hen tot de volgende praktijkvraagstelling: op welke wijze kan het lean verbeteringsproces en de daarin gehanteerde tools, technieken en metrics gebruikt worden: * Om duurzaamheidsdoelstellingen te integreren met procesverbetering? * Op een manier die zowel kosteneffectief als duurzaam is? * Met directe betrokkenheid van de werkvloer bij het continu analyseren en verbeteren van proces- en duurzaamheidsprestaties? Het consortium dat bestaat uit kennisinstellingen (Hanzehogeschool Groningen en Hogeschool van Arnhem en Nijmegen), netwerkpartijen (MKB-Nederland Noord, Koninklijke Metaalunie, Lean Innovation Network en TechnologieCentrum Noord-Nederland) en de deelnemende mkb-bedrijven, heeft met dit project de ambitie mkb-bedrijven in de maakindustrie te ondersteunen bij het behalen van duurzaamheidsdoelstellingen door lean procesverbetering te integreren met het reduceren van groene verspillingen. Doelstellingen: * Het verwerven van kennis en inzicht in lean en clean tools en de voorwaarden voor het succesvol gebruik ervan (startcondities en randvoorwaarden). * Het vertalen van deze kennis en inzichten in voor het mkb bruikbare producten(zoals een ?Handboek Duurzaam Duurzamer Produceren?). * Het verrijken van de opleidingen van de Hanzehogeschool Groningen en de Hogeschool van Arnhem en Nijmegen met modules en minoren waarin de verworven kennis en producten zijn geïntegreerd.
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