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Implement Fatigue Management – Module 3 Quiz

Posted on 04.10.17

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Question 1 of 12

1. Question
List three (3) causes of fatigue in your workplace.
- Healthy lifestyle.
- Inadequate rest breaks or stops.
- Adequate sleep between shifts.
- Maintaining good levels of hydration.
- Disruption to circadian rhythms/internal biological clock.
- Effects of alcohol, other drugs, medicines and stimulants.
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Question 2 of 12

2. Question
List five (5) general signs and symptoms of fatigue that you need to recognise.
- Difficulty keeping your eyes open.
- Drowsy relaxed feeling.
- Feeling wide awake and alert.
- Irritability.
- Not feeling refreshed after sleep, i.e. waking tired.
- Inability to stop yawning.
Correct

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Question 3 of 12

3. Question
What are four (4) particular signs of fatigue that a tired driver may experience?
- Inability to remember driving the last few kilometres/operations for the last few minutes.
- Good road positioning and steering ability.
- Drifting over the centre line or onto the gravel at the side of the road when driving.
- Missing your exit or turns.
- A high level of alertness.
- Changing speed or operations without noticing
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Question 4 of 12

4. Question
What are three (3) effects of workplace fatigue?
- Loss of alertness.
- Reaching your destination safely and on time.
- Excellent forward projection hazard perception.
- Falling asleep at the wheel.
- Mood change.
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Question 5 of 12

5. Question
List three (3) ways that fatigue can affect workplace performance.
- Undertaking complex tasks with ease.
- Poor judgment.
- Poor decision-making.
- Great performance skills.
- Slower reaction times.
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Question 6 of 12

6. Question
What are two (2) factors which can increase fatigue-related accidents?
- Taking regular rest breaks.
- Not working long hours for consecutive shifts.
- Working long hours for consecutive shifts.
- Building up your sleep debt.
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Question 7 of 12

7. Question
What are four (4) ways to identify and monitor workplace factors that contribute to fatigue?
- Not consulting with drivers/operators, i.e. ask them about schedules and rosters, any problems they have encountered, any near misses, unreported injuries.
- Consulting with drivers/operators, i.e. ask them about schedules and rosters, any problems they have encountered, any near misses, unreported injuries.
- Reviewing loading and unloading times and delays at pickup and delivery points.
- Keeping records and details of all workplace incidences and near misses to yourself.
- Conducting safety audits.
- Undertaking driver surveys.
Correct

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Question 8 of 12

8. Question
List four (4) examples of higher fatigue risk activities that could be identified from your review of scheduled hours and actual hours worked.
- Unpredictable or long shifts with lots of night work.
- Schedules do not allow any time for delays.
- Notice for schedule changes always allow an opportunity for good quality rest.
- Most trips occur during low alertness periods.
- Drivers always get 7-8 hours constant sleep.
- Short breaks are not always taken.
Correct

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Question 9 of 12

9. Question
Why is it important to recognise and report any breaches of fatigue management strategies and regulations?
- It informs senior management that the least effective measures for adequately controlling fatigue Must be implemented.
- It informs senior management that more effective measures for adequately controlling fatigue need to be implemented.
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Question 10 of 12

10. Question
What are two (2) questions you should ask when investigating errors and incidents traceable to non-compliance?
- Have the chosen fatigue risk control measures been implemented as planned?
- Where is the Pie van?
- Are the chosen control measures working?
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Question 11 of 12

11. Question
Name three (3) people you could consult during your investigation.
- Drivers/operators.
- Other schedulers/supervisors.
- Your family.
- Other parties in the supply chain.
- The High Court Judge.
Correct

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Question 12 of 12

12. Question
What are two (2) ways you could ensure ongoing and future compliance with fatigue management policy and procedures by staff?
- Staff training.
- Not reviewing business practices.
- Regulating work practices.
- Developing a family code of practice.
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