Human Factors: (Pear Model)

HUMAN FACTORS
(PEAR MODEL)
HUMAN FACTORS
Human factors are issues affecting how people do their jobs. They
are the social and personal skills, such as communication and decision making which
complement our technical skills. These are important for safe and efficient aviation.
The study of human factors involves applying scientific knowledge

about the human body and mind to help understand human capabilities and
limitations. Human factors knowledge can be used to reduce the likelihood of errors
and build more error tolerant and more resilient systems.
A maintenance human factors program does not have to be
complex, expensive or a burden to an organization. A human factors program
helps minimize errors and complements the design of a safety management system
(SMS).
PEAR MODEL
The “pear” model is proposed by William B.
Johnson and Michael E. Maddox. The “pear” model is
easily to be understood, so it is very popular in aviation
Human Factors analysis, especially in aviation
maintenance. The letter “P” stands for “people”, who
works in aviation maintenance.The letter “e” means
“environment”, which includes both the physical
environment and the organization environment. The
letter “a” is short for “actions”, which should be done in
aviation maintenance.The letter “r” signifies “resource”,
PEOPLE
Aviation maintenance human factors programs focus on the people
who perform the work, and address physical, physiological, psychological and
psychosocial factors. It must focus on individuals, their physical capabilities
and the factors that affect them. It also should consider their mental state,
cognitive capacity and conditions that may affect their interaction with others.
EXAMPLE ISSUES ASSOCIATED WITH PEOPLE
ENVIRONMENT
There are at least two environments in aviation maintenance. There is the
physical workplace on the ramp, in the hangar or in the shop. In addition, there is
the organizational environment that exists within the company. A human factors
program must pay attention to both environments.
The physical environment is obvious. It includes ranges of temperature,

humidity, lighting, noise control, cleanliness and workplace design. Companies must
acknowledge these conditions and cooperate with the workforce
either accommodate or change the physical environment. It takes a corporate
commitment to address the physical environment.
The second, less tangible, environment is the organizational one. The

important factors in an organizational environment are typically related to cooperation,
communication, shared values, mutual respect and the culture of the company. An
excellent organizational environment is promoted with leadership, communication and
shared goals associated with safety, profitability and other key factors. The best
companies guide and support their people and foster a culture of safety.
EXAMPLE ISSUES ASSOCIATED WITH
ENVIRONMENT
Physical Organisational • Size of company
• Weather • Personnel • Profitability
• Location • Supervision • Morale
inside/outside • Labour- • Corporate culture
• Workspace management
• Shift relations
• Lighting • Pressures
• Sound level • Crew structure
• Safety
ACTIONS
Successful human factors programs carefully analyze all the actions people
must perform to complete a job efficiently and safely. Job task analysis (JTA) is
the standard human factors approach to identify the knowledge, skills and attitudes
necessary to perform each task in a given job. The JTA helps identify what
instructions, tools and other resources are necessary.
ACTIONS
• Steps to perform task requirements
• Sequence of activity • Knowledge requirements
• Number of people • Skill requirements
involved • Attitude requirements
• Communication • Certification requirements
requirements
• Inspection requirements
• Information control
RESOURCES
The final PEAR letter is “R” for “Resources.” Again, it is
sometimes difficult to separate resources from the other elements of PEAR. In
general, the characteristics of the people, environment and actions dictate the
resources.
Many resources are tangible, such as lifts, tools, test equipment,
computers, technical manuals and so forth. Other resources are less
tangible.Resources should be viewed (and defined) from a broad perspective. A
resource is anything a technician (or anyone else) needs to get the job done.
RESOURCES
• Procedures/work cards • Work stands and lifts
• Technical manuals • Fixtures
• Other people • Materials
• Test equipment • Task lighting
• Tools • Training
• Computers/software • Quality systems
• Paperwork/signoffs
• Ground handling equipment
-END-

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HUMAN FACTORS

The study of human factors involves applying scientific knowledge

The physical environment is obvious. It includes ranges of temperature,

The second, less tangible, environment is the organizational one. The

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